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Individual and collective employee and employee reward and productivity are the central drivers of activity in any type of organization. In the medical sector, due to the challenges posed by the ... phenomenon of emigration of employees in the area, identifying policies and ways to retain and motivate talented human resources is essential in order to provide a quality medical act. In order for an organization to be able to effectively manage rewards and to have a positive influence on the performance of its employees, organizations' management must understand the different aspects of the rewarding process as a driving force motivating employees and directing their behavior towards organizational goals. In this paper we proposed a tool for evaluating reward policies within a hospital in the Romanian public health care system. This tool was used in the Slatina County Emergency Hospital, which allowed us to analyze reward policies and their impact on hospital activity. more

Research Summary: This article extends prior research on the performance implications of the fit between a firm's strategic orientation and its pay system design. Whereas prior research has shown ... that matching the pay system design to the strategic orientation of the firm generally contributes to higher performance, most studies have examined the pay systems of the upper echelons and employees separately. Based on an analysis that accounts for both horizontal and vertical pay dispersion, we find that, whereas growth‐oriented firms (prospectors) tend to benefit from high horizontal pay dispersion, efficiency‐oriented firms (defenders) perform better with high vertical pay dispersion and low relative base pay. Overall, our findings contribute to an improved understanding of how to optimize the pay systems of firms with different strategic orientations. Managerial Summary: We study how the optimal configuration of the overall pay system differs between firms that pursue growth‐oriented and efficiency‐oriented strategies. Our results show that growth‐oriented firms (prospectors) benefit from pay structures with relatively large pay differentials horizontally between employees based on ability, effort, and results. Efficiency‐oriented firms (defenders), on the other hand, benefit from pay structures with relatively larger differences in pay across organizational levels vertically. Our findings suggest that while defenders should pay special attention to average pay levels to avoid over compensating their employees relative to competitors, prospectors should pay attention to the CEO‐employee pay differentials to avoid overcompensating executives relative to employees. Overall, our findings provide further evidence on the importance of matching the pay system design to a firm's strategy. Video more

  Purpose: This paper reviews how organizations establish the remuneration system by focusing on job evaluation methods. The goal of these article reviews is to identify the internal and external ... compensable factors in order to create a win-win situation for both the employer and the employee and to address any inconveniences that may arise regarding wage or pay consistency and equity. Design/Methodology/Approach: The comprehensive review of the job evaluation methods was conducted to justify its fairness and equality in determining the “right pay for the job”, considering the job incumbents and addressing the internal and external factors.  The primary instrument used to construct the pay structure is job evaluation. However, measurement inaccuracy exists in job evaluations as a result of the system's inability to correctly identify the internal and external compensating elements. Findings: These compensable factors are typically linked to the organization's financial capacity and pay policy, the SKAOs held by job holders, the job tasks, and environmental factors like the local economy, geographic location, rules, regulations, market pricing and more. Implications/Originality/Value: Compensable factors are essential for figuring out the "appropriate pay" or "right pricing" for specific jobs. more

This paper analyses the relation between organisational justice in its three aspects: distributive, procedural and interactional, and employees’ subjective perception of remuneration justice using ... the case studies of Poland and Lithuania. Assessment of remuneration justice was inferred with regards to the theory of organisational justice. The conditions of the labour markets in Poland and Lithuania act as the background for the analysis of empirical data. We identified the factors influencing the perception of the fairness of remuneration by Polish and Lithuanian employees. Our results indicate that the assessment is carried out in a comprehensive manner. Comparisons between Poland and Lithuania show that the evaluation criteria are not universal. In the case of Polish employees, the perception of remuneration justice was influenced by the conviction regarding the adequacy of pay relative to the tasks performed, equal pay for similar work and solicitude of the superior. The Lithuanians’ assessment was dependent on the adequacy of remuneration in relation to the work performed and the degree of care exercised by the superior. more

The adoption rate of performance-based pay systems has increased in recent years, and the adverse effects of systems have been emphasized. However, no study has analyzed the increase in the risk of ... depression/anxiety symptoms caused by the pay system in Korea. This study aimed to reveal the association between performance-based pay systems and symptoms of depression/anxiety, using data from the fifth Korean Working Conditions Survey. Depressive/anxiety symptoms were assessed using "yes" or "no" questions regarding medical problems related to depression/anxiety. The performance-based pay system and job stress were estimated using self-response answers. Logistic regression analyses were conducted to determine the association between performance-based pay systems, job stress, and symptoms of depression/anxiety using data from 27,793 participants. The performance-based pay system significantly increased the risk of the symptoms. Additionally, risk increments were calculated after grouping by pay system and job stress. Workers with two risk factors had the highest risk of symptoms of depression/anxiety for both sexes (male: OR 3.05; 95% CI 1.70-5.45; female: OR 2.15; 95% CI 1.32-3.50), implying synergistic effect of performance-based pay system and job stress on depression/anxiety symptoms. Based on these findings, policies should be established for early detection and protection against the risk of depression/anxiety. more

Today, performance-based pay systems, also known as variable pay systems, are commonly implemented in workplaces as a business strategy to improve workers' performance and reduce labor costs. ... However, their impact on workers' job stress and stress-related health outcomes has rarely been investigated. By utilizing data from a nationally representative sample of paid employees in Taiwan, we examined the distribution of variable pay systems across socio-demographic categories and employment sectors. We also examined the associations of pay systems with psychosocial job characteristics (assessed by Karasek's Demand-Control model) and self-reported burnout status (measured by the Chinese version of the Copenhagen Burnout Inventory). A total of 8906 men and 6382 women aged 25–65 years were studied, and pay systems were classified into three categories, i.e., fixed salary, performance-based pay (with a basic salary), and piece-rated or time-based pay (without a basic salary). Results indicated that in men, 57% of employees were given a fixed salary, 24% were given a performance-based pay, and 19% were remunerated through a piece-rated or time-based pay. In women, the distributions of the 3 pay systems were 64%, 20% and 15%, respectively. Among the three pay systems, employees earning through a performance-based pay were found to have the longest working hours, highest level of job control, and highest percentage of workers who perceived high stress at work. Those remunerated through a piece-rated/time-based pay were found to have the lowest job control, shortest working hours, highest job insecurity, lowest potential for career growth, and lowest job satisfaction. The results of multivariate regression analyses showed that employees earning through performance-based and piece-rated pay systems showed higher scores for personal burnout and work-related burnout, as compared to those who were given fixed salaries, after adjusting for age, education, marital status, employment grade, job characteristics, and family care workloads. As variable pay systems have gained in popularity, findings from this study call for more attention on the tradeoff between the widely discussed management advantages of such pay systems and the health burden they place on employees. more

本研究藉由文件分析法探討日本近來在推動能力主義之人事制度下，國立大學法人及相關機構將績效和薪資掛勾相關之改革策略與成效。本研究首先說明國內之人事和彈性薪資制度，其次探討日本國立大學法人，自2004年推動法人化制度後，每6年一期，2013年開始提出人事薪資改革政策，2022年已進入第四期的人事改革階段。在論述其推動背景及歷程下，分析人事及薪資管理改革之重要內涵，包含整體「改革方向和重點」、「年薪制」、「績效薪資」和「交叉聘用制」之改革具體內容、改革成效和問題等，並和國內制度做比較探討。最後，提出研究結論包含：一、在改革定位上，此薪資制度改革為法人化整體系統化改革下的一環。二、改革乃為協助落實國立大學法人定位轉型而努力。三、績效評鑑與待遇的反應機制激發教師的積極性動機和努力成果。四、外部資金供作薪資和交叉聘用制的推動，確保「年輕教師就業」和「人才的多元性及流動性」。並於分析改革問題後，對國內提出人事及薪酬制度改革應在思考高等教育機構之定位下出發、推動績效主義的薪酬制度應有配套措施，及欲借鑑日本經驗需做進一步評估等相關建議, Due to globalization, competition and exchanges between countries around the world have increased. The quality of higher education maintained a key role enhancing national competitiveness and accelerating social development. An robust system was an important foundation for governance, and without a strong institutional foundation, developing modern governance capabilities and establishing or supporting world-class universities and first-class disciplines for a long time were challenging. The governance of higher education institutions should a focus for

Purpose This paper aims to examine the moderating effect of employees’ work orientation and gender on their feelings toward pay, that is, the relationship between perceived fairness of a pay system ... and pay level satisfaction. The perceived fairness of pay system is investigated with two pay system procedures, namely, job evaluation and performance evaluation, both determining the level of base pay. Design/methodology/approach Survey data were collected from three public sector organizations in Finland (N = 526). Linear regression analysis was used to investigate the relationship between pay satisfaction, pay system fairness, work orientation and gender. Findings The results show that employees’ work orientation significantly and negatively relates to pay satisfaction. The interaction analyses suggest significant gender differences in the relationship between work orientation and pay satisfaction, as work orientation is negatively associated with pay satisfaction for women. They also show that work orientation and job evaluation fairness have a positive, joint effect on pay satisfaction. Practical implications This study has implications for the implementation of fair pay practices in organizations. The role of work orientation in the relationship between job evaluation fairness and pay satisfaction highlights the importance of pay system fairness especially among work-oriented employees. Special attention should be paid on work-oriented women: With equal perception of pay system fairness, work-oriented women feel unsatisfied with their pay. Originality/value This paper is the first study to highlight the role of work orientation and gender in reactions related to pay. more

本研究藉由文件分析法探討日本近來在推動能力主義之人事制度下，國立大學法人及相關機構將績效和薪資掛勾相關之改革策略與成效。本研究首先說明國內之人事和彈性薪資制度，其次探討日本國立大學法人，自2004年推動法人化制度後，每6年一期，2013年開始提出 ... 人事薪資改革政策，2022年已進入第四期的人事改革階段。在論述其推動背景及歷程下，分析人事及薪資管理改革之重要內涵，包含整體「改革方向和重點」、「年薪制」、「績效薪資」和「交叉聘用制」之改革具體內容、改革成效和問題等，並和國內制度做比較探討。最後，提出研究結論包含：一、在改革定位上，此薪資制度改革為法人化整體系統化改革下的一環。二、改革乃為協助落實國立大學法人定位轉型而努力。三、績效評鑑與待遇的反應機制激發教師的積極性動機和努力成果。四、外部資金供作薪資和交叉聘用制的推動，確保「年輕教師就業」和「人才的多元性及流動性」。並於分析改革問題後，對國內提出人事及薪酬制度改革應在思考高等教育機構之定位下出發、推動績效主義的薪酬制度應有配套措施，及欲借鑑日本經驗需做進一步評估等相關建議。 Due to globalization, competition and exchanges between countries around the world have increased. The quality of higher education maintained a key role enhancing national competitiveness and accelerating social development. An robust system was an important foundation for governance, and without a strong institutional foundation, developing modern governance capabilities and establishing or supporting world-class universities and first-class disciplines for a long time were challenging. The governance of higher education institutions should a focus for empowering higher education institutions. Therefore, all countries were committed to reforming the governance of higher education institutions to ensure that higher education was of high quality. In Japan, because society has increasingly high expectations of universities, the requirements for universities have increased. To realize the basic mission of higher education institutions, national university corporations and institutions have strengthened education (teaching) and research capacity and implemented substantial governance reforms. Reaching consensus regarding the vision of each institution and the standards required for membership through dialogue was necessary; the importance of maintaining and enhancing the positive attitude of each faculty member should be emphasized. Therefore, the Ministry of Education, Culture, Sports, Science and Technology (MEXT) has systematically disclosed its intention to implement reforms in various documents and has continued to promote reforms in personnel and salary management. Regarding the personnel system and salaries in universities, the MEXT proposed “a new personnel system based on competency and performanceism sic” in the “Policies for the Structural Reform of Universities (National Universities)” in June 2001. Since then, the MEXT has focused on the personnel system as the main policy area to strengthen the enthusiasm and ability of the teaching staff, especially by implementing an attractive salary system, changing the age structure of teachers, and recruiting more young scholars, among others; these measures could help attract diverse and outstanding talents. The system was focused on improving the overall outcomes of Japanese university education and research. Subsequently, reforms in personnel and salary management in universities were intensely promoted in the “Basic Policy on Economic and Fiscal Management and Reform 2018,” “Future Investment Strategy 2018,” “Integrated Innovation Strategy,” and other decision-making documents released by the Cabinet Secretariat. In February 2019, the MEXT officially issued the “Guidelines for Reform Management of Personnel Affairs and Salaries for National University Corporations” to provide relevant guidelines for compensation management in national university corporations to improve their personnel management systems. Reforms in personnel and salary management include strengthening the evaluation system, reflecting the results of the regular appraisal of salaries, and improving the promotion and bonus systems for performance-based and differentiated treatment. The MEXT recommended that universities adjust the allocation ratio of “fixed salary” (basic salary) and “variable salary” (performance salary) in the salary structure, decrease the fixed salary, and increase the ratio of the variable salary per the new “annual salary system” measures. It made the performance evaluations twice a year were emphasized more strongly than before, and the evaluation results correspond to differences in the salaries of university teachers, thereby leading to a salary system that offers “different pay for different performance.” The MEXT has emphasized continuous reforms in personnel management to enable national university corporations to better satisfy societal expectations and fulfil their responsibilities and functions and to further strengthen their governance systems; the reforms included performance evaluations, the introduction of an annual salary system, cross appointments, a double-track contract system, and lifetime employment. According to a 2021 report by the Directorate General of Budget, Accounting and Statistics of the Executive Yuan, more than 60% of full-time teachers in higher education institutions in Taiwan were older than 50, and only 8.5% of teachers were younger than 39. The identity of the full-time teachers in Taiwan University was unclear, the rights and interests of the project teachers were different, the evaluation result of the flexible salary system was unclear, and the system of industry-academia cooperation was not sufficiently flexible. These problems how to solve should be addressed. With the increase in global competition, talent recruitment and retention were no longer local issues, and competition for talented individuals from other countries was common in the world. In 2010, the Ministry of Education and Ministry of Science and Technology of Taiwan announced “The Ministry of Education Recruits and Retains Special Talents from Colleges and Universities to Implement Flexible Salary Plans,” with the aim of improving the academic environment of colleges and universities and increasing the incentives for retaining and recruiting talents. In 2013, the Department of Higher Education attempted to relax the requirements of personnel management for higher education institutions through “Measures for Unwinding the Higher Education System,” including “releasing the teacher promotion system,” “relaxing the employment of university supervisors,” “relaxing the school affairs fund,” and “recruitment flexibility.” In the following year, the Department of Higher Education proposed the Taiwan Talent Promotion Program to emphasize the goals of “attracting international outstanding talents,” “building an international talent cooperation network,” and “strengthening international academic influence and visibility.” These reforms were different from the reform policies in Japan. This study explored the literature and documents on the strategies and effects of innovations aimed at promoting a meritocratic personnel and merit pay system in national university corporations in Japan. First, in this paper, the current personnel and merit pay system in Taiwan and the problems associated with it were described. The study analyzed the background and procedure of innovation in the personnel and pay system of national university corporations in Japan. The system of national university corporation has been implemented since 2004, with every six years considered a period. When entering the fourth period, a performance-linked pay system was emphasized. Next, in this paper, the goals and key points, situation, problems and resolutions, strategies, and effects of the innovations in the personnel system were discussed. The recent reforms in the personnel and pay systems were compared between Taiwan and Japan. The findings of this study could be summarized as follows: 1. Innovations in the personnel and merit pay system of national university corporations in Japan constituted a part of the reforms in the national university corporation. 2. Innovations in the personnel and merit pay system of the national university corporations have enabled them to transform their new positions and optimize their organizational structures. 3. The linkage between performance assessment and treatment has increased teachers’ dedication and their motivation to work hard. 4. The flow of external funds and the system of cross appointment has ensured the “employment of young teachers” and the “diversity and mobility of talents.” The suggestions of this study were as follows: 1. Innovations in the personnel and pay system in higher education institutions in Taiwan should be implemented based on the position of higher education institutions. 2. Related measures should be adopted after implementing a pay system based on performance. 3. It was needed to be estimated when taking Japan as an example. more