Abstracts » Human resources and labor relations

Tie merit increases to goal-setting and employer objectives

Article Abstract:

Four personnel managers recommended ways to increase merit pay. Patricia Bubb of Chubb and Son Inc. suggests that merit increases should be based on individual factors, including achievement of business and personal growth goals, salaries of peers in the outside market, the current level of pay and eligibility of variable pay in total cash compensation. Jeannine Schlie of Maryland Cable, on the other hand, says that standardizing the merit increase process instead of the individual objectives has enabled individuals to learn how to influence their overall rating. Meanwhile, Catalytica's Evelyn Khinoo explains that establishing merit increase programs should consider the kind of workforce, the kind of competition, and the corporate philosophy. Finally, Martha Jo Chalmers of the California Dept. of Social Services avers that performance-based merit increases should be complemented by a salary increase every two to three years.

Goal setting, Merit pay

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Managing strikes, minimizing loss

Article Abstract:

The impact of a union strike can be reduced by human resource professionals through adequate planning. Although the number of strikes in the 1990s has gone down, they are still a major part of the industrial environment since unions still account for 16% of the US workforce. Moreover, technological change, downsizing, deregulation, global competition and subcontracting are all affecting morale and making workers fearful of job loss, thereby contributing to adversarial attitudes. Human resource managers need to have contingency plans in the event of a strike and to plan these moves in advance. The preparations and action plans of several institutions that underwent strikes are reviewed. Some of these included using recent applicants and recruiting more to provide a contingent workforce, establishing communication lines during the strike and hiring trustworthy security forces.

Labor organizations, Labor Unions, Labor Unions and Similar Labor Organizations, Labor relations, Strikes

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Vacations: going once, going twice, sold

Article Abstract:

An increasing number of companies are expanding their flexible vacation benefits by offering buy/sell vacation options. This benefit has been growing in popularity because it has the capacity to help companies save money, recruit and retain desirable employees, boost employee morale, manage an excess workforce and soften the blow of cutbacks. Changing demographics and legislation likewise contributed to the emerging acceptance of this offering. Companies that have already implemented such vacation options are Dole Food Co., Fleet Financial Group and System Planning Corp. Buy/sell vacation options can be advantageous to a company and its employees if the human resources department ensures that the program is flexible, minimizes costs and avoids administrative headaches.

Employee Benefits & Services, Employee benefits, Employee vacations

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