The compensation system reform of the multi-purpose workgroup in a heat-treatment workshop
This chapter examines a number of performance and compensation initiatives that have been introduced into a previously state-owned enterprise, which is now substantially privately owned. Some reluctance is displayed on the part of certain employees to accept the changes that are being introduced by the new director of the company. However, the director realises that if the company is to compete and remain successful and viable, changes need to occur.
Aspects of performance-related pay and the need to consult are discussed in this chapter. Also, a reluctance by many organisations to change is noted, which could lead in time to ...