Zeitschriftenartikel: „Pay system“

1

Gooding, Lucy. „New pay system causes confusion“. Nursing Standard 18, Nr. 25 (03.03.2004): 4. http://dx.doi.org/10.7748/ns.18.25.4.s2.

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Cmar, Greg, Bill Gnerre und Kevin Fuller. „Pay Now or Pay Forever: The Design of Control System Software“. Energy Engineering 105, Nr. 1 (Januar 2008): 46–64. http://dx.doi.org/10.1080/01998590809509365.

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3

Riskiana, Wulan, Moehamad Aman und Affan Rifa'i. „Analisis Risiko Rantai Pasok Dengan House of Risk di PT. Petrogas Prima Service“. Borobudur Engineering Review 1, Nr. 2 (28.09.2021): 89–95. http://dx.doi.org/10.31603/benr.3165.

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Perkembangan manajemen rantai pasok menfokuskan pada kajian tentang efektifitas dan efisiensi aliran barang, sistem informasi dan aliran keuangan sehingga mencakup semua rantai pasok dengan semua pihak yang bersangkutan. Salah satu permasalahan yang dihadapi dalam PT Petrogas Prima Services perusahaan repair tabung gas LPG volume 3 kg adalah keterlambatan kedatangan material. Pada pengiriman sealtape hanya 97,4% dari pemesanan, Pada pemesanan valve melebihi hari pengiriman dan pada saat distribusi terdapat kendala yang tidak bisa diprediksi. Oleh kerena itu, dibutuhkan manajemen rantai pasok untuk koordinasi dan mengelola aktifitas rantai pasok supaya proses produksi berjalan dengan baik dan tidak ada keterlambatan produksi maupun distribusi. Penelitian ini dilakukan untuk menganalisis risiko pada aktivitas rantai pasok mengunakan metode House of Risk. Dari House of risk fase I menghasilkan 5 penyebab risiko dominan yaitu gangguan teknis (mesin tidak optimal), karyawan kurang teliti, perencanan kurang maksimal, babhan baku tidak sesuai dan system informasi yang tidak efektif. Melalui House of Risk Fase II dihasilkan 13 langkah aksi pencegahan yang direkomendasikan bagi perusahaan untuk mengurangi potensi kejadian risiko, yaitu melakukan pemeriksaan rutin (PA2), melakukan pencegahan (PA4), menyusun SOP perawatan (mesin/transportasi) (PA1), pembagian sift kerja yang sesuai (PA5), menejemen persediaan sperpart mesin (PA3), pengendalian bahan baku (PA11), pengadaan training (PA6), menyusun SOP pengadaan (inventory) dan supplier (PA8), meningkatkan pengelolaan terhadap menenjemen (PA9), menyusun alternative perencanaan (PA10), pelatihan (PA13), pemberian sangsi disiplin (PA7), dan dukungan software (PA12).

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Sreekanth, Soma, Mr G. Subbareddy und DR Venkata Rangaiah. „Payroll System At ICICI Bank Ltd“. Think India 22, Nr. 2 (19.06.2019): 96–102. http://dx.doi.org/10.26643/think-india.v22i2.7981.

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The pay structure of a company depends on several factors such as labor market Conditions Company’s paying capacity and legal provisions. In India, different acts include different items under wages though all the Acts include basic wage and dearness allowance under the term wages. Under the workmen’s Pay Roll act, 1923 wages for leave period holiday pay, overtime pay, bonus, and good conduct bonus form part of wages. Under the payments of wages act, 1936, section 2(vi) anyawards of settlement and production bonus, if paid constitute wages.

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Milanowski, Anthony. „Performance Pay System Preferences of Students Preparing to Be Teachers“. Education Finance and Policy 2, Nr. 2 (April 2007): 111–32. http://dx.doi.org/10.1162/edfp.2007.2.2.111.

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This study explored the potential acceptability of performance pay to new teachers by investigating attitudes toward performance pay of students preparing to be teachers. Focus groups and a survey of students preparing to be teachers at a large U.S. university were conducted. Most students expressed a preference for some form of performance pay and tended to prefer pay based on individual performance or pay for knowledge and skill development instead of pay based on school performance. Personality traits and work values were not related to preferences for different performance pay approaches or performance pay in general. These results suggest that teachers' experiences rather than personality or work values may be the dominant influences on attitudes toward performance pay. This implies that beginning teachers may view performance pay more favorably than their more experienced colleagues, suggesting a strategy of applying performance pay to new teachers only.

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Murray, Karen. „New pay system will cost £3bn“. Nursing Standard 16, Nr. 23 (20.02.2002): 5. http://dx.doi.org/10.7748/ns.16.23.5.s7.

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7

Deckop, John R. „PAY SYSTEM EFFECTS ON ALTRUISM MOTIVATION.“ Academy of Management Proceedings 1995, Nr. 1 (August 1995): 359–63. http://dx.doi.org/10.5465/ambpp.1995.17536644.

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8

Scott, Graham. „President calls for separate pay system“. Nursing Standard 8, Nr. 44 (27.07.1994): 8. http://dx.doi.org/10.7748/ns.8.44.8.s14.

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9

Powell, Anne. „A system ‘likely to pay off’“. Production Engineer 64, Nr. 6 (1985): 35. http://dx.doi.org/10.1049/tpe.1985.0149.

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10

Sweins, Christina, Panu Kalmi und Kiisa Hulkko-Nyman. „Personnel knowledge of the pay system, pay satisfaction and pay effectiveness: evidence from Finnish personnel funds“. International Journal of Human Resource Management 20, Nr. 2 (Februar 2009): 457–77. http://dx.doi.org/10.1080/09585190802673528.

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Ferrero-Ferrero, Idoya, María Ángeles Fernández-Izquierdo und María Jesús Muñoz-Torres. „Top executive pay in Spanish banking system“. Journal of Management & Organization 20, Nr. 3 (Mai 2014): 333–47. http://dx.doi.org/10.1017/jmo.2014.24.

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AbstractThis study examines consistency between compensation systems and corporate performance. The main purpose is to analyse how the performance has affected the short-term executive pay in Spanish banking system during the period 2004–2008. The main results reveal that pay-performance sensitivity is asymmetrical regarding the sign of the variation of the performance, since the pay-performance sensitivity is greater when the variation of the results is positive than when the variation of the results is negative. This finding is consistent with the managerial power theory and calls into question the role of the pay-performance incentives to align interest of executives and shareholders.

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Boyd, Brian K., und Alain Salamin. „Strategic reward systems: a contingency model of pay system design“. Strategic Management Journal 22, Nr. 8 (2001): 777–92. http://dx.doi.org/10.1002/smj.170.

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13

Pal, Om, und Bashir Alam. „Efficient and secure conditional access system for pay-TV systems“. Multimedia Tools and Applications 78, Nr. 13 (04.02.2019): 18835–53. http://dx.doi.org/10.1007/s11042-019-7257-5.

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Leifer, Dina. „Determined to replace a central pay system“. Nursing Standard 10, Nr. 22 (21.02.1996): 16–17. http://dx.doi.org/10.7748/ns.10.22.16.s32.

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Rosof, Bernard M., Carl A. Sirio und Karen S. Kmetik. „Pay-for-Performance System for English Physicians“. New England Journal of Medicine 359, Nr. 20 (13.11.2008): 2176–77. http://dx.doi.org/10.1056/nejmc081751.

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16

King, Albert S. „Group Effects on a Merit Pay System“. American Journal of Business 1, Nr. 2 (28.10.1986): 35–40. http://dx.doi.org/10.1108/19355181198600012.

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Kindig, David A. „A Pay-for-Population Health Performance System“. JAMA 296, Nr. 21 (06.12.2006): 2611. http://dx.doi.org/10.1001/jama.296.21.2611.

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Kelley, Colleen M. „A Balanced Pay System Serves Our Nation“. Public Administration Review 72, Nr. 6 (24.09.2012): 782–83. http://dx.doi.org/10.1111/j.1540-6210.2012.02677.x.

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Chen, Clara Xiaoling, Michael G. Williamson und Flora H. Zhou. „Reward System Design and Group Creativity: An Experimental Investigation“. Accounting Review 87, Nr. 6 (01.06.2012): 1885–911. http://dx.doi.org/10.2308/accr-50232.

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ABSTRACT In an environment where three-person groups develop a creative solution to an important problem, we examine whether the efficacy of either individual- or group-based creativity-contingent incentives depends on whether they take the piece-rate or tournament form. We predict and find that group (intergroup) tournament pay increases group cohesion and collaborative efforts, which ultimately lead to a more creative group solution, relative to group piece-rate pay. While individual (intragroup) tournament pay increases individual efforts, we find that it does not enhance the creativity of group solutions relative to individual piece-rate pay. Our results advance the burgeoning management accounting literature on creativity-contingent incentives by demonstrating that reward systems are more likely to promote group creativity through collaborative efforts rather than independent individual efforts. We also provide important insights into when and why tournament pay can boost group creativity in organizations. In doing so, we contribute to a better understanding of observations from practice suggesting that organizations valuing creativity often induce intergroup competition. Data Availability: The experimental data are available upon request.

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Gebert, Krista M., und Ervin G. Schuster. „An Analysis of “24-Hour Pay” for Forest Fire Suppression Personnel“. Western Journal of Applied Forestry 17, Nr. 4 (01.10.2002): 183–88. http://dx.doi.org/10.1093/wjaf/17.4.183.

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Abstract This study estimates the overall percentage difference in total personnel compensation between the current pay system for forest fire suppression and a system of 24-hour pay, where employees are paid their regular rate of pay for 24 hours per day while on fire duty. Using a random sample of USDA Forest Service employees, divided among fire types, pay grades, and job types, we simulated the effect of 24-hour pay by recalculating pay from actual pay records. We also investigated how changes in shift length (the number of hours worked in a 24-hour period) and hazard pay rates would affect compensation and how changing the pay system would affect different types of employees. Findings show that changing to a system of 24-hour pay would result in a substantial increase in salary costs. Restricting shift length to 12 or 14 hours further increases salary costs under 24-hour pay, as does the addition of hazard pay. In addition, increased employee compensation under 24-hour pay is unevenly distributed among job categories and pay grades. West. J. Appl. For. 17(4):183–188.

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Lawther, Wendell C., H. John Bernardin, Earle Traynham und Kenneth Jennings. „Implications of Salary Structure and Merit Pay in the Fifty American States“. Review of Public Personnel Administration 9, Nr. 2 (März 1989): 1–14. http://dx.doi.org/10.1177/0734371x8900900201.

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The burgeoning literature concerning merit pay in the public sector primarily focuses on themes such as its ability to improve performance, implementation problems in merit pay system maintenance, and a much more limited review of how merit pay should be integrated with salary structure. There are no studies of merit pay and salary structure, however, that compare experiences across local, state and federal government. Compensation specialists from all 50 states were surveyed to determine current practices in the area of pay structure and merit pay systems. Results indicate that many states are having difficulty in effectively integrating structure and merit pay.

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Syrek, Christine J., und Conny H. Antoni. „Psychological Contract Fulfillment and Employee Responses to Pay System Change“. Journal of Personnel Psychology 16, Nr. 4 (Oktober 2017): 172–85. http://dx.doi.org/10.1027/1866-5888/a000186.

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Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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Jang, Sun-Ik, Key-Hyo Lee und Won-Joong Kim. „Influence of Job Characteristics and Preferred Pay System of Hospital Employees on Pay Satisfaction“. Health & Welfare 8 (31.12.2006): 25. http://dx.doi.org/10.23948/kshw.2006.12.8.25.

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Wan, Zhiguo, Jun'e Liu, Rui Zhang und Robert H. Deng. „A Collusion-Resistant Conditional Access System for Flexible-Pay-Per-Channel Pay-TV Broadcasting“. IEEE Transactions on Multimedia 15, Nr. 6 (Oktober 2013): 1353–64. http://dx.doi.org/10.1109/tmm.2013.2250493.

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Lee, Jung-Gil, und Kwang-Hee lee. „An Empirical Study on the Relationship of Justice, Pay Level Satisfaction and Pay System“. Journal of Society of Korea Industrial and Systems Engineering 39, Nr. 3 (30.09.2016): 118–28. http://dx.doi.org/10.11627/jkise.2016.39.3.118.

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Yang, Yan Jiao. „An Empirical Study of Constructing Index System of Tour Guide’s Compensation and Motivation Effect“. Advanced Materials Research 433-440 (Januar 2012): 2086–91. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.2086.

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The index system of tour guides’compensation isn’t reasonable and lack of motivating to tour guides now. The study aims to construct reasonable index system of tour guide’s compensation and analyse motivation effect of every index. According to the data from investigated 188 full-time tour guides, the index system of tour guides’compensation is constructed by using factor analysis firstly, then the motivation effect of indexes of tour guides’compensation is analysed by using multiple linear regression.The study found that reasonable index system of tour guides’compensation is composed of 5 first-grade indexes which include Variable Pay , Basic Pay etc. and 9 second-grade indexes which include Basic Pay, Allowance for Conducting Tour Group etc.. In 5 first-grade indexes, motivation coefficient of Variable Pay , Basic Pay, Legal Benefit and Insurance are 0.468,0.491,0.320. Additional Pay,Year-end Bonus are health factors.(Abstract)

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Ismail, Azman, Nur Sa’adah Muhamad, Mustafa Zihni Tunca, Yasmine Nasution und Ardian Adhiatma. „TWO-WAY COMMUNICATION IN PAY SYSTEM AND JOB SATISFACTION: MEDIATING EFFECT OF FAIRNESS PERCEPTIONS“. Journal of Southwest Jiaotong University 57, Nr. 1 (28.02.2022): 353–67. http://dx.doi.org/10.35741/issn.0258-2724.57.1.32.

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This study examines the mediating effect of fairness perceptions in the relationship between two-way communication in pay system and job satisfaction. Although the relationship between such variables has been generally investigated, the mediating effect of two specific types of fairness perceptions, namely procedural fairness and distributive fairness, has not been thoroughly discussed in organizational pay system research literature. Thus, this study was conducted to fulfil this gap. Self-report questionnaires were utilized to gather data from employees in Malaysian public research universities. The study is also novel in that it utilized SmartPLS to assess the psychometric of measurement scale and then test the research hypotheses. Findings from this study prove that the implementation of two-way pay communication between administrators and employees about pay system has strongly invoked employees’ perceptions of procedural fairness and distributive fairness. Consequently, this fairness perception may lead to a higher job satisfaction. Thus, this finding may be used as important guidelines by senior administrators to understand different paradigms of fairness perception concept and formulate fair pay systems for different job levels and structures to maintain and support their strategies and goals in times of global competition and unpredictable economic situation.

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Gunnarsson, A. „Ability to Pay in New Zealand's Tax System“. Victoria University of Wellington Law Review 27, Nr. 4 (01.12.1997): 697. http://dx.doi.org/10.26686/vuwlr.v27i4.6098.

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This article begins with a review of tax distribution principles and theory to provide a framework to which the position and interpretation of the ability to pay principle can be related. In the next three sections the author describes how the income tax base, the wealth tax and the income support system correspond with the ability to pay principle. Finally, the author looks upon new equity trends in taxation from a New Zealand perspective.

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Milanowski, Anthony. „Varieties of Knowledge and Skill-Based Pay Design“. education policy analysis archives 11 (29.01.2003): 4. http://dx.doi.org/10.14507/epaa.v11n4.2003.

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This article describes the design of knowledge and skill-based pay systems for K-12 teachers in six U.S. school districts and one charter school. Based on a theory of action that relates knowledge and skill- based pay systems to improvements in instruction, and the expectancy theory of motivation, seven dimensions for comparison are identified and the systems are compared based on these dimensions. While there were a variety of reasons for designing new pay systems, similarities included that teachers were involved in the design processes, and that the knowledge and skills rewarded are more closely related to instruction than in the traditional salary schedule (though none of the systems placed heavy emphasis on content-specific pedagogy). Most systems made use of existing standards or definitions of good teaching, such as the Framework for Teaching (Danielson, 1996). While most of the systems involved performance-based assessments of teacher skills, in no case were seniority and graduate degrees eliminated as a basis for pay progression. Few of the programs had developed a coordinated professional development program specifically linked to the knowledge and skills rewarded by the new pay system. Implications for policy makers and system designers are drawn.

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Holmström, Bengt. „Pay For Performance and Beyond“. American Economic Review 107, Nr. 7 (01.07.2017): 1753–77. http://dx.doi.org/10.1257/aer.107.7.1753.

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Incentives are often associated with narrow financial rewards such as bonuses or executive stock options. But in general such rewards are just a small part of the design of incentives. Properly designed incentive systems have to take into account the full portfolio of activities that the agent can engage in, the array of instruments, many nonfinancial, that are available to influence individuals and consider the factors that motivate them in different settings. Thinking about incentives as a system of interacting instruments and influences has been a major advance in the economics of incentives in recent years. In this lecture I will describe the path from pay for performance to the broader view of incentive systems. (JEL D21, D82, D86, J33, J41, M12, M52)

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Scott, Graham. „Dobson calls for unity over new pay system“. Nursing Standard 11, Nr. 41 (02.07.1997): 5. http://dx.doi.org/10.7748/ns.11.41.5.s2.

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Lipley, Nick. „Nurses’ career progression slowed by new pay system“. Nursing Management 12, Nr. 7 (November 2005): 4. http://dx.doi.org/10.7748/nm.12.7.4.s3.

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Lloyd, Julie. „New pay system will bring its own problems“. Nursing Standard 17, Nr. 7 (30.10.2002): 30. http://dx.doi.org/10.7748/ns.17.7.30.s48.

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Harrison, Sarah, und Colin Parish. „Trusts overwhelmed by costs of new pay system“. Nursing Standard 18, Nr. 4 (08.10.2003): 4. http://dx.doi.org/10.7748/ns.18.4.4.s3.

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Snow, Tamsin. „Speedy implementation of pay system led to ‘inconsistencies’“. Nursing Standard 22, Nr. 23 (13.02.2008): 5. http://dx.doi.org/10.7748/ns.22.23.5.s2.

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Rich, Vera. „Czech doctors strike over pay and health system“. Lancet 346, Nr. 8985 (November 1995): 1288. http://dx.doi.org/10.1016/s0140-6736(95)91879-5.

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Joye, Marc. „Cryptanalysis of a pay-as-you-watch system“. Information Processing Letters 88, Nr. 3 (November 2003): 119–20. http://dx.doi.org/10.1016/s0020-0190(03)00360-0.

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Garra, Ricard, Santi Martinez und Francesc Sebe. „A Privacy-Preserving Pay-by-Phone Parking System“. IEEE Transactions on Vehicular Technology 66, Nr. 7 (Juli 2017): 5697–706. http://dx.doi.org/10.1109/tvt.2016.2634785.

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Dwi Ptri, Rahma Dinda, und Aurik Gustomo. „COMPETENCY BASED PAY SYSTEM DESIGN AT KURSUS INDONESIA“. AFEBI Management and Business Review 3, Nr. 01 (10.08.2018): 16. http://dx.doi.org/10.47312/ambr.v3i01.129.

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In today globalization era, competition among business is getting tighter, and it is not only about attracting customers but also attracting and retaining human capital. Kursus Indonesia have a difficulty in attract and retain their employee, and founded that their current compensation not yet satisfying their employees. This study aims to find the root cause of Kursus Indonesia’s compensation problem, design a strategic compensation system and compare the new compensation proposed salary with benchmark salary. This study used qualitative research method and the data used are primary data (interview and observation) and secondary data (literature study). To process the data gained, this study used descriptive analysis with business situation analysis and current reality tree root cause analysis, job analysis and point method job evaluation. This study found that (1) The root cause of Kursus Indonesia’s compensation problem is no alignment between the current compensation strategy with company’s business strategy; (2) Design a Competency Based Pay system is a suitable approach to solve Kursus Indonesia’s compensation problem; (3) This solution propose some improvent in Kursus Indonesia’s employee salary by using Lead Pay Policy that pay above benchmark salary. Keywords: Attract and Retain, Compensation, Competency Based Pay, Competition, Salary

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Totska, Olesia. „Foreign Experience of Pay in the Education System“. Economic journal of Lesia Ukrainka Eastern European National University 7, Nr. 3 (2016): 37–41. http://dx.doi.org/10.29038/2411-4014-2016-03-37-41.

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Dwi Ptri, Rahma Dinda, und Aurik Gustomo. „COMPETENCY BASED PAY SYSTEM DESIGN AT KURSUS INDONESIA“. AFEBI Management and Business Review 3, Nr. 1 (10.06.2018): 16. http://dx.doi.org/10.47312/ambr.v3i1.129.

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In today globalization era, competition among business is getting tighter, and it is not only about attracting customers but also attracting and retaining human capital. Kursus Indonesia have a difficulty in attract and retain their employee, and founded that their current compensation not yet satisfying their employees. This study aims to find the root cause of Kursus Indonesia’s compensation problem, design a strategic compensation system and compare the new compensation proposed salary with benchmark salary. This study used qualitative research method and the data used are primary data (interview and observation) and secondary data (literature study). To process the data gained, this study used descriptive analysis with business situation analysis and current reality tree root cause analysis, job analysis and point method job evaluation. This study found that (1) The root cause of Kursus Indonesia’s compensation problem is no alignment between the current compensation strategy with company’s business strategy; (2) Design a Competency Based Pay system is a suitable approach to solve Kursus Indonesia’s compensation problem; (3) This solution propose some improvent in Kursus Indonesia’s employee salary by using Lead Pay Policy that pay above benchmark salary. Keywords: Attract and Retain, Compensation, Competency Based Pay, Competition, Salary

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Shadlou, Saeed, Ng Jie Kai und Abdolreza Hajmoosaei. „Online Payment via PayPal API Case Study Event Registration Management System (ERMS)“. International Journal of Web Portals 3, Nr. 2 (April 2011): 30–37. http://dx.doi.org/10.4018/jwp.2011040104.

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PayPal is an international payment gateway allowing businesses and individuals to transfer funds in a secure manner over the Internet. Using PayPal to accept payments has several advantages for online merchants. It is a recognized brand when it comes to Business to Consumer (B2C) transactions, creating a business account with PayPal is easier and faster, and finally, PayPal lends its name to the transaction, so customers may feel more comfortable entering into a transaction with a previously unknown merchant. Besides the mentioned advantages, PayPal’s transaction dispute system requires a tracking number from a shipped package to respond to a customer dispute. If the product is purely electronic (a download or access to a site, for example), one’s response to disputes will be quite limited. The solution for the problem mentioned above is PayPal API. The PayPal API resolves Pay Pal drawback through maintaining card and bank account payment schedules without the liability of warehousing payment data also processing one-time and recurring payments. For the evaluation of Pay Pal API, the authors develop an Event Registration Management System (ERMS). ERMS serves as a platform for users to make registrations for events such as conferences, seminars, and workshops.

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Dhungana, Ananta Raj, und Basanta Baral. „Factors Affecting Willingness to Pay for Improved Water Supply System in Rural Tanahu, Nepal“. Janapriya Journal of Interdisciplinary Studies 5 (21.07.2017): 1–13. http://dx.doi.org/10.3126/jjis.v5i0.17836.

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This study aims to analyze the factors associated with willingness to pay for improved water supply system in rural Tanahu, Nepal. For this purpose, one hundred and twenty seven households were proportionately distributed among wards 5, 6, 7 & 8 and selected for data collection. Structured questionnaire was used to collect the data. Chi-square test was used to find the factors associated with willingness to pay for improved water supply system. This study shows that there is no any significant association between willingness to pay for improved water supply system and social, demographic and economic variables. However, water source, dental pain, water quantity, want for change are water fetching time have significant association with willingness to pay for improved water supply system. Cases of Jaundice is significantly associated with willingness to pay for improved water supply system However, there is no significant association between willingness to pay and satisfaction from WUC activities, water purification, diarrhea, dysentery, seasonal flu, and suffering from worm. So, it can be concluded that type of water source, quantity, fetching time, will for change, and prevalence of some disease (Jaundice, Dental Pain) are the major factors influencing willingness to pay for improved water supply system in the study area.apriya Journal of Interdisciplinary Studies, Vol. 5 (December 2016), Page: 1-13

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Horkin, Amir, Baruch Mevorach und Ytzhak Katz. „Organizational Performance and Executive Pay in Israel's System of Higher Education“. Business and Management Studies 1, Nr. 2 (11.06.2015): 55. http://dx.doi.org/10.11114/bms.v1i2.874.

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In the business sector, the relationship between performance and pay is mostly measured with reference to an organization's business results on the one hand and the pay awarded to its senior management on the other hand. The present research shifts the analytical focus to the third sector and to higher-education institutions, assessed in their case—where the notion of profitability loses its relevance—on their performance as perceived by their clients, namely the student body. Our research results point to a positive, strong and significant relationship between performance and executive pay (with a one-year lag) and to a positive, weak and significant relationship between executive pay and performance (again, with a one-year lag). Furthermore, it is the state-funded (hereinafter: budgeted) colleges, where executive pay was by far the lowest, that achieved the highest satisfaction score (averaging 2011 and 2013), despite a slight drop in satisfaction observed in this category from 2011 to 2013. Taken together, however, higher-education institutions saw their satisfaction scores increase in 2013 compared to 2011. The paper leaves aside research performance rankings of higher-education institutions, due to the fact that most institutions in Israel are teaching oriented. As a matter of fact, only few Israeli universities are ranked by international ranking organizations. Furthermore, unfortunately, Israel does not have a formal system of higher education institutions research rankings. In the paper, a large body of literature on performance-related pay in school teaching is not covered.

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Shirazi, H., J. Cosmas und D. Cutts. „A Cooperative Cellular and Broadcast Conditional Access System for Pay-TV Systems“. IEEE Transactions on Broadcasting 56, Nr. 1 (März 2010): 44–57. http://dx.doi.org/10.1109/tbc.2009.2036956.

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Jung-Yoon Kim und Hyoung-Kee Choi. „Improvements on Sun 's Conditional Access System in Pay-TV Broadcasting Systems“. IEEE Transactions on Multimedia 12, Nr. 4 (Juni 2010): 337–40. http://dx.doi.org/10.1109/tmm.2010.2046362.

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Rial, Alfredo. „A conditional access system with revocation for mobile pay-TV systems revisited“. Information Processing Letters 147 (Juli 2019): 6–9. http://dx.doi.org/10.1016/j.ipl.2019.02.010.

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Werner, Steve, und Deniz S. Ones. „Determinants of Perceived Pay Inequities: The Effects of Comparison Other Characteristics and Pay-System Communication1“. Journal of Applied Social Psychology 30, Nr. 6 (Juni 2000): 1281–309. http://dx.doi.org/10.1111/j.1559-1816.2000.tb02521.x.

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Calcoen, Piet, und Wynand P. M. M. van de Ven. „Supplementary physicians’ fees: a sustainable system?“ Health Economics, Policy and Law 14, Nr. 1 (25.01.2018): 40–60. http://dx.doi.org/10.1017/s1744133117000548.

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AbstractIn Belgium and France, physicians can charge a supplementary fee on top of the tariff set by the mandatory basic health insurance scheme. In both countries, the supplementary fee system is under pressure because of financial sustainability concerns and a lack of added value for the patient. Expenditure on supplementary fees is increasing much faster than total health expenditure. So far, measures taken to curb this trend have not been successful. For certain categories of physicians, supplementary fees represent one-third of total income. For patients, however, the added value of supplementary fees is not that clear. Supplementary fees can buy comfort and access to physicians who refuse to treat patients who are not willing to pay supplementary fees. Perceived quality of care plays an important role in patients’ willingness to pay supplementary fees. Today, there is no evidence that physicians who charge supplementary fees provide better quality of care than physicians who do not. However, linking supplementary fees to objectively proven quality of care and limiting access to top quality care to patients able and willing to pay supplementary fees might not be socially acceptable in many countries. Our conclusion is that supplementary physicians’ fees are not sustainable.

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Munene, Ishmael I. „The Problem with Public University Salaries in Kenya“. International Higher Education, Nr. 77 (01.09.2014): 21–22. http://dx.doi.org/10.6017/ihe.2014.77.5681.

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Faculty strikes over salaries have become a regular feature in Kenya’s public universities. The article identifies the preponderance of union-negotiated pay increase, absence of a merit pay system and the lack of differentiated pay tied to institutional context as key contributing factors. It recommends a more robust compensation scheme that includes pay-for-performance system, context-based differentiated pay for university executives and the democratization of the university budget processes.

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