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Salaries and Other Rewards





White-collar workers − and a few manual workers − receive salaries, which are based on an annual, not an hourly, rate of pay. Payment is made monthly by cheque or electronically into an employee's bank account.

In some of the public sector, there is still an incremental pay scale with a minimum and a maximum rate of pay for each kind of job. This means that an employee gets an automatic pay rise each year until the maximum salary isreached.

These pay scales are negotiated nationally by trade unions and employers. Public sector employees may also receive an annual cost-of-living increase. Independent pay review bodies recommend what the increase should be for some employees, such as teachers and health workers. The government, however, makes the final decision.

Some salaries in the private sector are also decided by national agreement between unions and management. There are national incremental pay scales for various grades of jobs, with extra cost-of-living allowances for employees in particularly expensive areas, such as London.

However, incremental pay scales have drawbacks. Employers are forced to give a pay rise each year whether an employee deserves it or not. Employees may lose motivation when they reach the top of their pay scale.

As a result, most employees in the private sector now have some form of performance-related pay. Increases in pay are given only for better work. Performance is often rated against a list of achievements which have been agreed between an employee and his or her line manager, or immediate boss.

Many salaried employees do not receive overtime payments, but their pay may be increased in other ways:

• Commission is paid to sales people for the goods they sell.

• Annual bonuses are paid in many service industries.

• Profit-sharing or profit-related pay is becoming increasingly common.

In small firms, pay is often negotiated by the individual. The salary is decided at the interview. Employees may be given pay rises for good work or long service; if not, they have to ask for them.



The majority of employees receive some fringe benefits in addition to their wages or salaries. These goods or services have one great advantage for employees: either they are not taxed at all or they are taxed at a reduced rate, according to the estimated money value of the benefit. If the employees were given a pay rise instead, they would have to pay more tax.

Most manual workers receive some fringe benefits. Many big firms provide pension and sick-pay schemes, and some also provide private health insurance. In addition, employees may receive free uniforms, discounts on shopping, free travel to work, subsidized meals, free sports facilities and day trips abroad. Fringe benefits for managers include company cars, private healthcare, cheap loans and mortgages, relocation, or moving expenses, holidays abroad, company flats, big expense accounts, golden handshakes and hellos (sums of money given on leaving or joining a company), share option schemes, payment of school fees. The higher you rise in a firm, the more fringe benefits you are likely to receive.

1. What is a fringe benefit? State two which a manual worker might receive and three that a manager might get.

2. What is the main advantage of a fringe benefit for an employee?

3. What is an incremental pay scale? Give three examples of employees who would be paid in that way.

4. Explain how salaries are deter­mined in the private sector.

5. What are the main advantages and disadvantages of each method for a firm?

6. What extra payments do some salaried employees receive?

 

Text 4

Read the text and see if the waiter’s ideas are the same as yours. Be ready to answer the questions given below.

Recruitment and Selection

There are several ways in which staff can be obtained on the recommendation of a reliable employee or trustworthy person, from Jobcentres, through employment agencies, through executive employment agencies, or head hunters and by advertising.



Advertisements are one of the most common methods of obtaining staff. To attract suitable people, an advertisement should state clearly what is being offered by the firm and what is required from the applicant. The right branch of the media must be used. Classified advertisements often produce just as good results as large display advertisements and are much cheaper.

People applying for a job may be asked to fill in an application form. Usually this requests the following information: title of job applied for, applicant’s name in full, address and telephone number, age/date of birth, nationality, sex, if married or single, if registered as disabled, schools attended (with dates), further education (with dates)qualifications and training, previous employment (names and addresses of employers, jobs held, wages or salary, reasons for leaving), any other information, references.

Having every applicant's details listed in the same order helps firms to check and compare their abilities more easily. The forms also provide a formal record of each applicant's qualifications and experience, which is useful if there are any later disputes.

When all the application forms have come in, the firm may sort them into three groups of hopeful, doubtful and hopeless. A decision has to be made about the doubtful cases. The most suitable applications are invited to come for an interview on a stated date and time.

All applicants are given a job description, which gives an accurate picture of the work they will have to do. Although job descriptions vary from one firm to another, most of them give the following information in this order:

· Title of the job (e.g. secretary, waiter).

· Department of the firm in which the person will work (e.g. finance department, restaurant).

· Function: a summary of the job.

· Responsible to: the person who will be in charge of the new employee.

· Responsible for. any person who will be in the charge of the new employee (e.g. an office junior).

· Duties: a numbered list of duties that the employee is required to perform.

1. What is a job centre? How does it differ from an employment agency?

2. State three ways in which staff can be recruited. What are the advantages and disadvantages of each (e.g. costs, time, quality of applicant, etc.)?

3. What hints would you give to someone writing a job advertise­ment?

Text 5

Read the text and define the problems discussed in it. Be ready to answer the questions given below.

Training

Attitudes to training vary. All progressive firms agree that much more business training is needed. Then main arguments are about what kind of training is needed, what methods should be used and who should do the training.



If training is to be effective, a firm must have clear objectives. It may want to introduce a new equipment, improve efficiency and performance, train unskilled workers, to avoid a labour shortage, reduce the supervision needed, provide greater chances for international promotion.

Trainees also need clear objectives. These might be:

· to increase their pay

· to obtain promotion

· to reduce the chance of accidents.

Unless trainees see some personal benefit in the training, they will not be highly motivated and the course will fail.

Once the objectives are clear, a suitable program can be planned. The three main purposes of training are to instil knowledge, change attitudes, increase skills.

The importance given to these purposes will help decide what training methods are used. Look at Figure 1. The first two training methods are concerned mainly with increasing knowledge,. Methods 3 to 5 also develop knowledge, but they are more concerned with changing attitudes. The last three methods are mainly concerned with increasing skills.

· A lecture is often used for the induction of new employees. However, if the quality of the lec­ture is poor, the audience's atten­tion will soon wander.

· Visits to other parts of the firm may be part of the induction process, to increase knowledge of other stages in the production process and to establish good relations between departments.

· Case studies present trainees with a business problem which they have to solve as a group. Attitudes and emotions may be involved here.

· In role-play, where trainees act out a real-life business situation to gain confidence and experience, emotion­al involvement is often fairly high. In group therapy, trainees come together to explore their attitudes to one another by speaking their minds freely. Emotional involvement is very high.

· Personal skill instruction - the tradi­tional method of watching an older, experienced worker - is still widely used for training unskilled or semi­skilled workers.

Training methods

Fig.1

 

METHOD   1 LECTURE 2 VISITS   3 CASE STUDY 4ROLE-PLAY   5 GROUP THERAPY 6 PERSONAL SKILL   7 SKILLS ANALYSIS 8 DISCOVERY LEVEL General General   Managerial White-collar   General General instruction   Manual and white-collar workers General ADVANTAGES Economical in recourses Realistic   Stimulating Increases confidence   Increases self-awareness Immediate   Very effective   High degree of involvement DISADVANTAGES Little audience participation Difficulties in comprehension May be unrealistic May not transfer to work situation May cause resentment Depends on quality of trainer Expensive   Time-consuming

 

Training may be done internally, within a firm itself, or externally at college or school. Internal training provides constant work experience and can be more easily controlled by the firm itself. External training may be more professional and give a broader view.

Training is provided for all people of 16 or 17 who are not in full-time educa­tion or a job. Youth training (YT) leads to National Vocational Qualifications (NVQ) Level 2 and Modern Apprentice­ships to NVQ Level 3. Training is main­ly in local firms, though specialist train­ers and colleges are also used.

1.Give four reasons why a firm might set up a training programme.

2.Why is it important for trainees to be motivated?

3.Choose four methods of training. Describe when and for whom they might be used and their advantages and disadvantages.

4.Explain, with examples, why it is sometimes important to change the attitudes of employees. What training methods can be used?

 

Text 6

Read and translate the terms. Read the text and be ready to explain what each of them means.

Changes in Employment

In recent years, there have been dra­matic changes in employment whichhave affected practically all members of the work force. The changes include the decline of traditional industries, such as coalmining, shipbuilding and steel-making, creating structural unemployment, technological unemployment among both manual and white-collar workers, owing to the increased use of computers and automation, organizational changes in big companies, which have reduced the size of firms and the number of managers, flexible working, which has replaced full-time jobs by a variety of part-time and temporary jobs.

Let us examine these changes - and their effects - in more detail. For the last 30 years or so, there has been a gradual decline in the traditional industries of shipbuilding, steel-making and coalmining, which were the basis of the first industrial revolution. Hundreds of thousands of miners, shipyard workers and steelworkers were made redundant. Structural unemployment affected: mainly manual workers in the primary and secondary sectors. However, technological change, which was brought about by the increasing use of computers and automation, affected both manual and white-collar workers. During the 1980s and 1990s, many office workers and managers were made redundant as computers: took over their jobs.

Increasing foreign competition, particularly from the Far East, forced many British companies to become more efficient by cutting costs. Companies did this by: downsizing, or dismissing employees, which increased productivity as the same amount of work was now done by a smaller number of employees, contracting out the work of whole sections or departments, such as publicity, to specialist firms which could do the work more cheaply, reducing the size of the company, by selling off unprofitable businesses.

Between 2000 and 2005, Britain's 100 biggest companies shed almost 400,000 jobs. ВТ got rid of the biggest number - 88,500 jobs. To save even more money, many big companies started to replace perma­nent full-time jobs by part-time temporary jobs. They retained a core of key workers with special skills. These employees have full-time jobs with reasonable job security and chances of promotion. However, the remaining employees, the flexible work force, are employed only when their labour is required. This reduces a company's salaries and wages bill, but adds greatly to the employees' feeling of insecurity.

There is a great range of flexible working, including:

Short-term contracts. Employees are given a short-term contract for a year or 18 months instead of a permanent job.

Part-time work. There has been a huge rise in part-time jobs of all kinds, ranging from the unskilled office cleaner's to the highly skilled computer consultant's. They have increased four and a half times, to over 6 million, in the last 10 years.

Temporary work. At one time, tempo­rary workers were used mainly to cover for permanent employees who were ill or on holiday. That has changed. In some big companies, up to 10 per cent of the work force are temporary workers. This cuts a company's costs as 'temps' are employed only if there is a special job to be done.

Teleworking. There has been an increase in teleworking, or working at home using computers and infor­mation technology to maintain contact with company headquar­ters. About 6 per cent of firms use teleworking extensively.

Some progressive employers look after their employees better by providing flexible hours instead of flexible work. This gives employees more choice about when they work, which is particularly useful for working mothers. There are vari­ous forms of flexible hours, including:

Flexitime or flexible working hours. Employees work an agreed number of hours of core-time each day, but may choose when they work the rest of their hours.

Four-day week. By working longer hours, employees do five days' work in four days and have the other three days off. Term-time working. Parents (usually mothers) work full-time during the school terms, but have unpaid leave during the school holidays so that they can look after their children.

Job sharing. Two people share the same job and split the salary between them. One might work in the morning and the other in the afternoon or they might work alter­nate weeks.

Career breaks. An employee is allowed to take unpaid leave for a year or more and can return to the same, or a similar, job at the end of the break. This is useful for women who have to look after children or relatives; for study; or for employ­ees who want a refreshing break.

1. Describe flexible working in your own words.

2. How do flexible hours benefit employees?

3. What has caused a large-scale redundancy?

Language

1.Practise reading the following words correctly. If necessary, use the dictionary.

Affiliation, supervisor, employee, flexible, scheme, incremental, nonmanual, advertisement, objective, semiskilled, redundant, flexitime, teleworking, technique, unemployment, picketing, bargaining, induction, redundant.

2. Give the Russian equivalents to the following words and word-combinations.

Clerical work, cushy job, full-time job, part-time job, flexible working hours, job-sharing, nine-to-five job, odd job, hour job, discrimination, employment discrimination, wage discrimination, career, strike, strike ballot, labour union, picket, fringe benefits, unemployment benefit, to eliminate unemployment, dole, lay off, scrounger, freelancer, commuter, teleworking, to give the sack.

3. Read the following sentences and explain the meaning of the underlined words.

1. Anyone who works for a company is part of the personnel of that company. 2. A staff department is a department of a company that provides a service to the managers. A staff department is not directly involved with production. 3. Recruiting refers to finding new employees or managers for the company. 4. When workers retire or quit, the personnel department must recruit new workers to fill the vacancies. 5. A company recruits internally if it wishes to fill vacancies by transferring or promoting current employees. 6. External recruitment means that a company is seeking new em­ployees from outside the firm. 7. When an employee is promoted, he receives a position with more authority and responsibility, and usually an increase in salary. 8. The worker was transferred from one department to the other.9. Fringe benefits include paid vacation, medical insurance, and employer contributions to a pension plan. Fringe benefits are what the employee receives in addition to his wages. 10. There is a grievance procedure for handling complaints when an employee feels he has been treated unfairly.

4. Match the words on the left with the expressions on the right.

1. promote 2. vacancy 3.retire 4.external 5. recruitment 6. fringe benefits 7. grievance 8. staff departments a. complaint of unfair treatment b. paid sick leave, for example c. job opening . d. seeking new employees . e. accounting, for example f. outside g. to assign a more important job h. to stop working after a certain age

5.Write out the suffixes indicating different parts of speech in the following words.

Verb Noun Adjective
qualify promote employ   qualification promotion employer employee employment   qualified promotional employable
determine apply describe base compete authorize determination application applicant authority description basis competitor competition determining authorized applicable descriptive basic competing  
recruit require staff recruit recruitment staff requirement   staff required  

6. Identify the part of speech of the missing words. Supply the correct form of the word.

Authorize 1. His new job has more … and responsibility. He is now … to sign cheques.
Applicant 2. People who wish to … the position should fill out an … for the personnel department. … chosen for interviews will be notified by mail.  
Promote 3. The personnel department is giving a … examination to see which of the current employees will be … to the position.  
Descriptive 4. The job … states the job title. It also … all the duties as well as the requirements for employment.
Basic 5. The interviewer will … his decision on the applicant’s personality and qualifications.  
Competitor 6. they hired the new manager from a … company.
Determine 7. A ... will be made based on the experience of the applicants.  
Require 8. Does the applicant have the … skills, Does he meet all the other …?  
Qualification 9. Are you … for his job? Fill out an application … applicants will be contacted for an interview.
Recruit 10. This company has a policy of internal … .We always try to fill managerial positions with current employees.  

7. Match the terms on the left with their meanings on the right.

Appraisal Autonomy Burnout Bureaucracy Homeworking Pay Perks Personnel Assessment Breakdown Fringe benefits Human resources Independence Red tape Remuneration Telecommuting

8. Complete each sentence with the correct form of the word in bold type.

Sometimes you will need to use a negative form using a prefix (un-, dis-, de-).

satisfy

a) Women are more ... with their jobs than men in many countries.

b) Low pay and poor working conditions create ... workers.

c) Small European countries are at the top of job... league tables.

motivate

a) What are the strongest ... factors in people's lives?

b) Workers become ... if they work long hours for low pay.

c) What was your ... for becoming a salesperson?

fulfil

a) Becoming Department Head was the ... of a lifelong ambition.

b) He ... his role as manager very effectively.

c) I feel ... in my job because I am not given enough responsibility.

inspire

a) Jack Welch was an ... business leader who motivated employees.

b) He has been an ... to the new members of staff.

c) After an ... launch, the new model quickly failed.

frustrate

a) You could see the ... building up in the workforce.

b) I find talking to him ... because he never listens to anything I say.

c) I felt so ... with their attitude that I decided to resign.

9. Write a single word synonym for each of these words/phrases.

1 given the sack = … .

2 out of work = … .

3 left the company = … .

4 was given a better position in the company = ... .

5 future possibilities in a job = ... .

6 stopped working for ever = ... .

7 workers in a company = ... .

10. Find the logical answer on the right for each of the questions on the left.

1 Why did they sack him? 2 Why did they promote him? 3 Why did he apply for the job? 4 Why did he retire? 5 Why did he resign? 6 Why did he go on the course? a because he was nearly 65. b because he was late for work every day. с because he needed more training. d because he was out of work. e because he was the best person in the department. f because he didn't like his boss.

11. A. Complete the extract below with passive forms of the verbs in brackets.

Several surveys ... (conduct) recently concerning the relationship between work and play. According to psychologists, activities are more likely to ... (perceive) as play - and therefore attractive - rather than work - and therefore unattractive-if they ... (enter) into voluntarily. In one experiment, for example, volunteers ... (give) a problem-solving game to perform: some ... (pay) to perform the game and some were not. Those who ... (pay) spent less free time performing than those for whom the only motivation was the pleasure of the game. Thus, motivation to play springs from within and the readiness to perform activities ... (reduce) by external rewards.

B. Like the passive, the expression has ∕get something done focuses on what happens and not on the doer of the action.

A: Is the photocopier working?

B: Yes. We had it mended yesterday. (It doesn't matter who did it)

Complete the exchanges below with the expression have /get something done.

1 A: This office looks rather shabby, doesn't it? B: I know. We're going to ........................................................................................................................

2 A: What a dazzling speech! B: Yeah. I'm sure he.......................................

………………………………………………………………………………

3 A: The video's on the blink again. B: We definitely need to ......................

………………………………………………………………………………

4 A: Our fire alarm seems to have a will of its own, doesn't it? B: Yes. I think we should ........................................................................................................................

5 A: I'm not sure the figures in this report are right……………………........

B: Well, why don't you .................................................................................. .

C. Make up 3-5 sentences of your own according to the above pattern.

12. Look at the following sentences and write questions using the passive form. The first one has been done for you.

1. Pantel's takeover of Riesmann will be cleared by the European Commission in April. (Who by)

Who will the takeover be cleared by?

2. In 1999 £800 of computer games were sold in Britain. (When)

3. Those computer games are manufactured under license in Japan. (Where)

4. Over 600 people were made redundant last year. (How many)

5. Future success will be driven by developing a sales force capable of challenging the status quo. (How)

6. The new team will be employed for a minimum contract period of ten months. (How long)

7. Effective leadership is endlessly discussed in management circles. (What)

8. A coercive style of leadership could be used during an emergency, for instance. (When)

9. The next meeting has been scheduled for the end of March. (When)

10. The interim report was written by Ms Eadie. (Who)

13. Choose the best word from the brackets to fill the gap. The first one is an example.

1. We need to …recruit... four new people for our office in Manchester, (join/recruit) 2. We are using a recruitment ... to find them for us. (agency/headhunter) 3. They advertised the ... in the local newspaper last week. (positions/applicants) 4. So far, over 60 people have applied for the ... . (works/posts) 5. We are going to look at all the letters of ... . over the weekend. (application/situation). 6. On Monday, we will draw up a ... of 10 or 11 people, (reference/shortlist) 7. Then we'll invite them all to come for an ... . (interview/appointment) 8. We hope to ... the successful applicants by the end of the month, (apply/appoint) 9. We have 200 people on our ... . (recruitment/business/payroll) 10. Our ... department is responsible for recruitment, (personnel/employee/worker) 11. Our main office is in London but we have ... all over the country. (places/companies/sites) 12. I supervise all the ... workers on the production line. (manual/white-collar/labour) 13. I am in charge of training in the human ... department, (support/resources/staff) 14.We have a ... of 65 in London and about 30 in Paris, (staff/union/headquarters) 15. You haven't been paid this month? OK, I'll put you through to the ... department.(pay/salary/finance) 16. I work in a small hotel in Amsterdam. I … ? 8 an hour. (earn/paid) 17. It’s not a lot, but it’s more than the … wage. (maximum/minimum) 18. Some customers leave me … and that is a great help. (perks/tips) 19. My sister works in a bank and her … is ? 3,000 a month. (bonus/benefits) 20. Next year she thinks she will get a … car. (company/business) 21. When she is 55 she will be able to give up work and live on her … (package/pension)

14. Complete the sentences with the correct form of the verb given. Use verb + -ing or Infinitive. The first two are the examples.

1. As we don’t’ agree about politics we generally avoid discussing (discuss) the subject. 2. He doesn't get on with the new boss, so he's asked to be transferred (transfer) to another branch of the company. 3. Please stop … (interrupt) me when I'm explaining something to you. You can ask questions at the end. 4. We had arranged ... (meet) in my office so that he could check the documents he needed. 5. I must say I don't really fancy ... (spend) my whole holiday with your cousins. 6. He admits ... (enter) the house but he says he didn't take anything. 7. I've apologized to her but she still refuses … (speak) to me. 8. What a dreadful man! Can you imagine … (live) with him? 9. Of course I'll help you, as long as it doesn't involve … (lift) anything heavy. 10. Oh no! I’ve forgotten … (bring) my briefcase with me. I'll have to go back for it. 11.They had hoped ... (live) in their new house by now, but the builders are still working on it. 12. I don’t mind … (work) late, if it will help at all. 13. I simply can't afford ... . Support you any longer – you ‘ll just have to find a job. 14. We had hoped to finish the project by the end of the month but we keep ... (delay) by changes in the plans. 15. You'd better go and see the boss and say what you've done. If yon put off … (explain) it to her, she'll only be more annoyed.

15. Complete the sentences by putting one of the words or phrases given below in each space.

 








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