Newsletters
The subject matter of this publication is not static, and related issues of concern or interest crop up frequently. The newsletters included here are a form of editorial by the authors of the publication offering comment and explanation of these issues as they arise.
The most recent newsletters are listed here by date order, the most recent one first.
Measure and compare productivity, and link it to rewards…
We review the methods that can be used both to evaluate and compare the productivity of employees in competing concerns internationally, or within a group in an internally-focused way, and then to reward outperformance and gains.Is productivity the responsibility of the HR Executive?
In this the first of three papers on productivity, we ask whether the role of the HR executive in the modern organization includes the study and monitoring of productivity ratios worldwide. We discuss the strategic necessity of doing so in a globally competitive environment.Performance management systems that work and those that do not…
We consider why performance management systems work well in some organizations, and badly in others. We argue that operational management techniques are the missing ingredient.Problems associated with the disclosure of remuneration
In the fifth paper in this series of six, we review the possible harmful effects of disclosing remuneration policy to shareholders in the annual report of the company, as is now required by the King Committee. We argue that the potential harm as to be managed, and that the end-result should be favourable.Why do you want to comply with King III?
We draw attention in the fourth paper dealing with the implications of King III as to why the principles laid down in the Code are important and apply to all organizations - even closely-held private and wholly-owned subsidiary companies.The HR input needed by the Remuneration Committee
King III calls for the Remuneration Committee to review remuneration policy at all levels in the organization. We consider what the committee should be provided with for this purpose.The King III requirements…the Remuneration Policy statement
We discuss here what should be set out in (a) a remuneration policy report that is to be presented to the remuneration committee, and (b) a remuneration policy statement to be included in the remuneration report, both in terms of the King III requirements.Allowing for private travel within the package
In our previous newsletter, we dealt with the tax issues surrounding travel allowances and company cars. We turn here to explain how these employment costs may be controlled within a cost-to-company package.Travel allowances - a time of reckoning?
Further changes to income tax legislation in 2010 have had a dramatic effect on travel allowance policy within most organizations, and may affect how packages are structured in the future. We consider whether or not a company car scheme should be implemented.Conventions of economic sharing and the shareholders compact
We present some basic employment equity and value added theory and suggest that this should form the basis for the shareholders compact in commercial concerns today.To view a more detailed summary of the content of the library - click on OVERVIEW
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