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Will be entitled to unemployment benefits:

1. The employees included in the General Scheme of Social Security.

2. The employees included in the Special Schemes for Social Security to protect the contingency of unemployment

3. Persons engaged in administrative law system and civil servants at the service of government.

4. The military use of the Armed Forces

5. The worker members of worker cooperatives, including a Social Security system that protects this contingency

6. The convicts who had been released from prison for serving sentence or parole

7. Migrant workers returning

To be eligible for unemployment benefits recipients must meet the following requirements:

1. Being affiliated and registered or in an equivalent situation in a Social Security system that includes unemployment benefits.

2. Having completed the required minimum contribution period of 360 days within the six years immediately prior to legal unemployment or when he ended the obligation to contribute.

3. Has not reached the typical age is required in each case for entitlement to the contributory retirement pension, unless the worker had not proved the contribution period required for it.

4. Being legally unemployed.

Length of service
Contribution period (days) deprestación Period (days)

From 360 to 539 120
From 540-719 180
From 720 hasta 899 240
From 900-1079 300
From 1080-1259 360
From 1260-1439 420
From 1440-1619 480
From 1620-1799 540
From 1800-1979 600
From 1980-2159 660
From 2160 onwards 720

Amount of benefit

The amount of the benefit is determined by applying a percentage to the base (average contribution base for the contingency of unemployment during the 180 days immediately preceding the day on which occurred the legal situation of unemployment or obligation ceased contributions. This excludes overtime).

The percentage is 70 per 100 for first one hundred eighty days and 60 100 from one hundred and eighty-one.

The amounts thus calculated may not be, nor above the maximum ceiling (between 170% and 220% of minimum wage) or below the lower limit (between 75% and 100% of minimum wage) set.

It is possible to receive the total amount of the benefit in a lump sum, in cases in which the worker intends to become a member of Associated Work Cooperative Corporation or Labor.

The wages are classified as:

BY THE MEDIUM USED FOR THE PAYMENT

Salary Currency: They are paid in legal tender, ie those paid in cash.

Wages in Kind (30%): You will be paid in goods, services, housing, etc..

Payment Joint: This is the part paid in cash and partly in kind.

Their purchasing power

Nominal Salary: Represents the amount of money allocated to individual contracts for the position held. In an inflationary economy, if the nominal wage is not updated regularly suffers from erosion (can not support all the needs of the worker).

Real Wages: Represents the amount of goods that the employee can purchase with that amount of money for the purchasing power, ie the purchasing power or quantity of goods or services available with the salary. Thus, the mere replacement of the actual value does not mean salary increase: “The nominal wage is altered to provide real wages in the previous equivalent,” here comes the distinction between wage adjustment (replacement of real wages) and the real increase of wages (real wage growth).

Their ability SATISFACTORY

Individual: You will be sufficient to meet the needs of the worker.
Family: It is required for the sustenance of the worker’s family.

FOR YOUR LIMIT

Minimum Wage: That sufficient to meet the normal requirements of the worker’s life consists of:

Food
Room
 Clothing
Transportation
Forecast
Culture and recreation honest.

Salary Maximum: The highest salary that enables companies to cost effective production.

WHO PRODUCE BY REASON OF THE WORK OR RECEIVE THE SALARY

Salary Staff: It is responsible for upholding the family, usually the father.

Salary Collective: The number that occurs between family members without serious damage to collaborate to hold, for example: father, mother and older siblings.

Equipment: You will be paid en bloc to a working group, leaving the view of this team the distribution of wages among themselves.

BY THE METHOD OF PAYMENT

Per unit of time: It is one that only takes into account the time that the worker puts the workforce available to the employer.

Per unit of output. : This is where the work is computed according to the number of units produced.

Introduction:
Many times we have had the opportunity to get in touch with employers who run a small or medium enterprises (SMEs), we have found an employer’s reluctance to even talk about how to compensate its staff, ie the way determining salaries, incentives, if any, and benefits, which give the staff. In this situation, often, to formulate working hypotheses help us work with the employer on this issue and, as often happens to be the same employer who discovers that the preconceived ideas you have to avoid talking about form and pay your staff, very often, wrong. Indeed, often the employer of SMEs feel that their staff pay relatively little, although here it’s always worth asking, “Just about what?, He feels the emotional closeness to his staff that has more influence the contribution that the place and the employee make it to the final results of the company, imagine that managing compensation on a minimum of technical basis is very complex and not needed in SMEs, because he knows very well the contributions of each employee makes to the success of your company, or think you have a management system of compensation, however, hardly go cause your business better, or quite simply, talking to review the way staff are paid automatically imply a larger budget devoted to employee compensation, and so forth. At the bottom, and from our experience working with entrepreneurs from SMEs, we believe that these and other explanations, because they themselves have made very aware of that in how its staff remunerated there are some issues that may need to be reviewed, but above all sorted.
In fact, when working on these issues often draws attention to the amazing speed with which employers find that the working assumptions we have made are false, ie when to compensate staff use a minimum of concepts , basic principles and technical tools, the process of management compensation often brings enormous benefits both staff welfare, as in the work environment that is happening in the organization and, of course, business results of the company. It is worth noting that inadequate compensation management in enterprises, particularly SMEs, often brings with it “hidden costs” very significant result of dissatisfaction, or unfair treatment, the staff feels they are not receiving a correspondence between the commitment he has to the company, and the results achieved in their work and receiving compensation. We shall return to this point.
In this context, this guide tries to answer the basic questions: What is the compensation? What are the main elements that make up the compensation of staff in our midst? Why is the total compensation package consists of salary, incentives and benefits and how it can maximize its motivational effect? If the compensation package has several elements, how they can take decisions on the level of compensation to employees in the company? What is more effective for determining the salaries paid to staff: the market approach or based on the content of his job responsibility? Why to establish the rates of salary increase must first evaluate the performance of staff? If I check and how to compensate staff necessarily implies an increase in the budget for salary reviews of the year?. These are, among other fundamental questions, which attempts to answer this guide management compensation, which is aimed specifically at the SME entrepreneur.

What is the compensation?
The term compensation is used to “describe all the things that people are getting for their work” as employees of a company. From this that people receive for their work, a very important what are the salary, incentives, when available, and benefits in cash and in kind. The other important part of compensation, it is for the personal satisfaction obtained, directly, with the implementation of its work and the conditions under which it is carried out.

If you consult the dictionary of the Royal Spanish Language Academy, one finds that the term compensation has, among other meanings, “to give something or make a profit in compensation for damage, injury or annoyance being caused . ‘This means that, strictly speaking, the compensation would be what the company gives its employees to repair the damage or injury that causes them to work. Obviously, at least so we hope that today, most companies do not occur a situation of this kind. Therefore, it might be more convenient to use, instead of the term compensation, the term compensation, remuneration or reward. However this situation and given that the term most commonly used compensation in our environment, this guide the term used to mean paying compensation or remuneration, remuneration or reward that the company grants to its employees for their work.

What are the main elements that make up the compensation of staff in our
In the introduction to the guide stated that staff compensation is composed of two main parts: the first of two parts, corresponding to the salary, incentives, when they exist in the company and the entitlements of staff. This component of compensation, generally, it is often identified as the “compensation package (financial) total,” it is noted that only those payments is made up of cash and benefits, services or benefits that the staff receives which, finally, they also represent an equivalent of income (money) which undoubtedly contributes to raising the welfare and living standards of the employee and his family.
The second part of the compensation, said it is for the direct satisfaction of the staff are performing the work, working conditions in which they work and, of course, the environmental conditions of the workplace. This second component of compensation, generally, is known as the working environment. Sometimes they think the company should have a good climate for employees to “be comfortable or feel happy” in their work. This is an incorrect view of the work climate. When we talk about the weather here, we mean the extent to which company has the conditions to maximize the performance potential of individuals, teams and the organization as a whole, to where the company promotes the commitment and satisfaction employees with their work, and to what extent the company prevails in a style of leadership and management principles just or equitable. When a work environment with these characteristics, we have no doubt that the workplace is also a significant portion of staff compensation.

Why is the total compensation package consists of salary, incentives and benefits and how it can maximize its motivational effect
Line up was established that an effective total compensation package is made up of salary, incentives and benefits. This paragraph will discuss more these elements of total compensation package of the company.
The concept of pay is used for monthly cash compensation that the employees are normally based on a month’s work. Generally, this element is the most significant part of the payments, in cash and newspapers, the employee receives and it is vital that the company has the technical elements to determine the “salary level” of its staff, among other reasons, because that level Payment is allowing you to attract, retain and motivate staff required by the company’s business. It should also be mentioned that, strictly speaking, with the salary usually performance is being recognized that people have already shown, in other words, the past performance.
The concept of incentive, is used to designate any amount of money quota, ie, conditioned, received by staff when certain predetermined conditions, such as productivity bonuses are awarded for achieving a certain level of productivity, incentives for meeting certain sales quotas or bonuses that some managers are, when they meet pre-negotiated performance levels. Unlike salaries, which reward demonstrated performance and consequently past, the company can use incentives to stimulate the interest of staff to achieve best results from your personal future and shaping certain distinctive characteristics that the employer deems desira
ble in your company’s culture, for example, a certain management style or work habits of staff. The important thing is that the incentives encourage future performance.
The concept of benefits is used for both cash payments (Christmas bonus, holiday bonus, for example), in addition to salary, received by staff, such as services or benefits received in kind, such as health insurance or of life, among other benefits in kind received by employees. In this sense, from the standpoint of management compensation, generally spoken of cash benefits and benefits in kind or benefits. From another perspective, for example from the legal, one can speak of legal benefits, or mandatory, and business services, or discretionary.
Unlike salaries and incentives that reward performance, benefits, although no doubt affect staff performance, are actually more effective to raise personal identification with your company and sense of belonging to the organization, both characteristics that undoubtedly have a major effect on the overall performance of the company.

If the compensation package has several elements, how they can take decisions on the level of compensation to employees in the company?
Under these concepts, the characteristics of a compensation package can analyze and compare different levels of integration. Indeed, when discussing a compensation package needs to be clear about the extent of integration or structure is being said: To explain more fully this point: There is talk of “base compensation structure,” when we refer to ” nominal monthly salary multiplied by twelve months “;” structure guaranteed cash compensation “when we refer to the” base pay plus any guaranteed cash benefits, such as vacation pay and bonuses or vouchers or pantry savings fund, when granted, one speaks of the “structure of total cash compensation,” when one refers to the “guaranteed cash compensation, plus all contingent payments or incentives received by staff” refers to ” total compensation structure “to dry, when we are referring to the” total cash compensation, plus all the benefits or benefits in kind received by staff, valued at their economic value equivalent. In any case, you can integrate different compensation structures to the above. However, what we want to emphasize is that from the standpoint of making decisions about staff compensation, we must always be clear is the outline of the reference structures that are being used because, for example , a practice of paying a company can show internal equity, or be competitive, at a level of integration of the compensation package, but not another.

What is more effective for determining the salaries paid to staff: the market approach or based on the content of his job responsibility?
If we talk about the effectiveness of an approach, or system, particularly to take decisions staff compensation is necessary first to consider what are the goals the administration of staff compensation.
Objectives of management compensation:
1. Internal equity. The concept of internal equity is based on the legal provision which states that “equal work, played in place, hours and conditions of efficiency equal, be entrusted with equal pay [i]” and, therefore rational, “more work, also played on equal terms of place, time and conditions of efficiency, be entrusted with the higher salary. “This provision, it is essential that the company can measure, on the one hand,” how big a job for people “which is technically known as the valuation of positions and, on the other hand, what and how many are the results that the person brings to the company, that is, the company also has the ability to measure the performance of its staff .
In other words, internal equity is a balance between the person perceives their contributions for the purposes of the company and what it considers fair compensation for those contributions, compared to what they deliver and receive those who work around him. To the extent that the staff perceive a discrepancy between these aspects in the company, to that extent feel unfairly treated and under these conditions, it is virtually impossible to channel their energy at work, besides the dissatisfaction that contaminates the people working around them, generally deteriorating productivity and organizational climate, before leaving the company.
2. External competitiveness. It is a fact that different companies competing for labor market human talent needed for their business strategy. For this reason, whether as internal equity compensation practices, the firms are in the need to take a pay level such that they can attract, retain and motivate qualified personnel they need to get the results arise in their business strategy. This situation is neither more nor less, which causes companies have to decide a level of payment to its staff that is competitive with the level of payment to have other companies within its geographical area. Strictly speaking, the level of compensation to which should establish a company depends largely on the characteristics of the economic sector in which the company competes and the availability of such staff-manager, management, employees and workers, ” required to be able to compete effectively with advantages in this sector.
Therefore, to determine the external competitiveness of the compensation practices of a company, requires a comparison of the compensation practices of the company with the group of companies that constitute its relevant labor market. In order to manage the competitiveness of the compensation, the company need to have compensation survey data from the labor market that provides human talent you need.
3. Encourage higher levels of performance in staff. Conduct a management process to staff compensation without considering this fundamental goal as meaningless. But what are the critical issues that must be taken into account, in effect, our management process to maximize your potential compensation to stimulate higher levels of personal performance in the company? No doubt, a scheme, or system, compensation management that allows creating a climate of internal equity in the organization to consider a level of compensation that is competitive with labor market that the company competes; that includes a compensation package that is consistent with the average composition of the package (salary, incentives and benefits) paid by the relevant labor market of the company, and last but not least, it is essential that the company have a procedure for measuring the performance allowed to stimulate higher levels of personal performance. Only in this way, the company will be in the best position to manage effectively the only recourse is smart: people.

How to determine how much to pay staff:
Currently there are two basic approaches to determine how much to pay people in the company. Both approaches require that the person is located in a specific position in the organization, eg production manager, consultant editor, secretary, messenger or adjutant general, and that this position is known, at least the following: the title , the raison d’être of the post in the organization, its primary responsibilities, the figures for that should get the job or the resources on which it operates, its most important characteristics or human profile that are indispensable to the person holding the office and some significant aspects of the work environment that plays the position. Generally this information is reflected in what is technically called “the job description,” which would normally is a document of 2-4 pages, although its length may vary according to the company.

The focus of payment by market value:
Step 1. Learn compensation market. This approach determines how much to pay for a post basically a market survey of compensation. For example, if we wanted to determine how much to pay for the post of accountant in a small business, earning enough to know how other counter positions in other companies of similar size to the one in question and that is the information contained in the compen
sation surveys. It is very important to note that, strictly speaking, and this sometimes presents a difficulty in our environment, the survey sample should be of similar sized companies in the same economic shift in the same geographic region and counter posts should be similar, in terms of roles, responsibilities and resources they manage. Only in this way would have certainty that the information we use will be comparing compensation packages comparable counter positions, ie, comparable or equivalent. Often, the same organizations that do salary surveys give some pointers for users of its information, if any, for example, in this case, statistics of various positions of accountant, to identify which one is best similar to yours and for which you are trying to find out how much to pay.

Step 2. Decide the level of competitiveness that we need to pay compensation. Once you have the information market as compensation, which in the example is the counter, the crucial decision of the entrepreneur is, as mentioned before, decide what you want professional quality that has the person who in his post counter and, to the extent you want to have a counter with more training, experience and capabilities should be more competitive level (package) of compensation awarded to the occupant of the post. This decision usually is taken considering the significant range of compensation that includes the survey, between the minimum and maximum of the relevant market. The decision may be paid at the market average, technically known as the median (Md), the market lower, technically the first quartile (Q1), or pay at the top of the market, or third quartile (Q3) [ii]. An equally important aspect is to identify the way the survey which has integrated different compensation structures it uses, ie how to calculate, where appropriate, base compensation, guaranteed cash compensation, total compensation, or any other compensation structure that uses

Step 3. Build a salary range that allows occupants to locate the post, according to their level of performance. So far we have talked about how much to pay to the post, not how much to pay people who play. However, previously it was stated that often people holding posts at different levels of performance and if we want to maintain internal equity in the company, at different levels of performance, in the same post, also must reflect different levels compensation. For this reason, once you have decided the level of competitiveness of the compensation required, they can and want to pay (compensation policy of the company) need to build a range around that level of payment that has been determined and, thus, within this range the company is able to pay compensation differentials for different levels of performance of the occupant of the post. For example, see the following range:
Payment Policy
Average Maximum Minimum Since
Counter 80% 100% 120%
This range, whose width of course is most common in our environment is constructed by placing the salary level has been defined as politics in the mid-point, and calculating the minimum 80% and up to 120% of that quantity. The set of ranges that are used to manage the salaries of an organization known as the salary tab. In this way, now you can assign different salaries at different levels of performance of the occupants of the post, that is, and can manage staff compensation, as explained below.
Perhaps the reader will have noted that this approach pays market value places a greater emphasis on external competitiveness of compensation for the company, implies a market and a
reflects aspects that determine, to a greater or lesser extent, internal equity of compensation within the organization. However, when labor markets show some distortions, as in our environment, this assumption is not always true and the employer must review how far compensation structures that emerge from a market value approach, the company created within a reasonable degree of internal equity. This point is developed further in the next paragraph.

The focus of responsibility for payment of the post content:
Step 1. Valuing the content of posts of responsibility [iii]. As in the previous case, assume that you have a “job description”, which somehow identifies the reason for the position in the organization, its primary responsibilities, the figures for that hits the post, resources on which it operates, its main activities and the most important aspects of the work environment that serves the post.
Moreover, as in this case the payment is based on the content of job responsibility in the particular organization, the essence of this approach is that the company has a method that allows measuring the content of responsibility of positions of the organization, ie a method of valuation of positions. Once the positions are valued, this approach allows a more accurate diagnosis of both internal equity of the company, and the external competitiveness of its compensation practices, then choose your level (policy) for compensation; building their salary ranges, and finally have a solid technical foundation to manage salaries, depending on performance. In our experience, we found that this approach, although more time and effort required for implementation within the company, its results are often more effective to achieve the objectives pursued by the administration of the compensation, which submitted previously.
The content of posts of responsibility can be measured by various methods. The overall rationale of these methods is to identify “compensable factors” contained in the posts and these factors vary according to the particular method being studied. However, most identified with the preparation and prior work experience needed to perform the job, the mental effort required to address and resolve since the situations you face and the responsibility to perform the job, especially in the management results, resources, processes and people, and when the posts are operational, ie factory, also often incorporated as compensable factor special working conditions, such as extreme temperatures, physical exertion, strange atmosphere, special risks , dust and noise, mainly. Typically, the methods have a precise definition of a scale factor and reveals the different levels of the factor content of posts and, as a result of those findings, determine the appraisal value or total responsibility for the content of the posts. The principal types of valuation methods of posts, are the ranking, rating, point, factor and hybrids.
Ranking methods are the most simple and easy to apply, although their results are less accurate. These methods are particularly applicable to the case of SMEs. The valuation process is to compare the whole the different positions of the organization and build a hierarchy in which the posts are sorted from most important to least important. Only use a compensable factor that reflects the overall total job responsibility for business purposes. For example, the following ranking can be the result of a post valuation of a medium sized company:
Since most important> Director General

Sales and Distribution Manager, Manager Administration and Finance

Public Relations Manager

Head of publications

Chief of Staff

Sales Representative, Public Relations Assistant,
Assistant systems; Assistant General Manager, Warehouse Supervisor

Charge bookshop Control Assistant-Tyce,
Accounting Analyst “A”

Accounting Assistant “B”, Secretary Manager, Cashier

Library assistant; Storer

Receptionist, Assistant maintenance

Concierge

Since less important> Cleaning Assistant.

Price of work done by account and order from an employer. The wage concept has evolved with the progress and today is one of the most complex problems of economic and social organization of peoples. Wage disparities are capable of causing the most serious disturbances (strikes, riots, revolutions, etc.). More than two thirds of the world’s population depend for their existence, of the income that paid employment provides.

TYPES OF SALARY:

A. In cash or in kind, in money, it should be provided in national currency, in case of foreign currency, the worker may require the equivalent in local currency.

It is payment in kind all that part of the permanent and regular remuneration that the worker receives in consideration of the service, food, housing or clothing that the employer provides the worker or his family.

B. Ordinary or extraordinary is the ordinary wage received by the worker as compensation for services rendered in their normal working day. The extraordinary, namely that of compensation for work performed on rest days prescribed or worked extra hours or additional.

C. Fixed or variable: When is established by unit of time is called fixed. Per unit of output or sales level is considered variable.

D. Nominal and real: The rating is the monetary value of the remuneration of labor. The real, is when the nominal wage is deflated.

It is only fair to make money in the same proportion as we work.

Many times our effort is not rewarded as it should be and this causes a great motivation for each of us. A new global trend is one that has to do with earning a salary for performance or results rather than seniority or rank in a company.

The merit pay has been opening cross-country firms in developing countries and it is not excluded that also reach ours. Countries such as France and Japan have implemented the same trend with great success, achieving a greater commitment from employees and a better development within enterprises.

For this it is important that companies strive to train more employees and increase their knowledge and, in parallel, to achieve them are identified and fully share the objectives of the organization. This will result in a greater degree of commitment and loyalty to the company.

And if any of the above, the results will be slow. The work will be bigger and better and wages will be proportionate to the achievements accomplished. In this case there are no losers and the benefits to both employees and the organization will be great.

In many companies, the seniority of a person to guarantee stability and good income. Now the company will remain a task of such employees and their knowledge and skills will enable them to help the company and themselves.

Finally, it should be clear that the money is a great motivator, but the satisfaction of making a good job and know you are doing something important and growing with great expectation, that the effort will be higher and achieve many benefits in every way.

PAYMENT:

The salaries are one of the major factors in the economic and social life of every community. Workers and their families depend almost entirely of salary to eat, dress, pay the rent of the house in which they live and meet all other needs. In industry, wages are an important part of production costs for employers. Governments were very interested because wage rates affect the country’s social environment and such important aspects of the economy such as employment, prices and inflation, national productivity and the ability to export goods in quantities sufficient to pay imports and thus maintain the equilibrium of the balance of payments.

While the ideal is that wages are high enough to boost demand for goods and services when they are too high excess production capacity, and the result is inflation.

When the three factors of production, natural resources, the money accumulated and work properly combined by an intelligent management, it creates more capital or wealth.

The wealth created in this way is divided between the parties involved: first, in the form of cost, becomes a raw material suppliers, to owners of machines, equipment or buildings leased, the other in the form of profit, who lent money to the organization, finally the other party in the form of dividends to those who provided the equity capital and risk. However, in some organizations most of the wealth created goes to the employees in the form of wages or social obligations resulting from them.

SALARY:

Is the remuneration in cash or its equivalent paid by the employer to the employee on the basis of the charge that this exercise and the services it provides.

So, there are direct wages: is he only received in return from service in the position held. The indirect wages: is the result of provisions of the collective agreement and plan of social services and benefits offered by the Organization, including bonuses, awards, commissions, gratuities.

The amount of direct wages and indirect wages are compensation, ie compensation is all that the employee receives, directly or indirectly as a result of work developed in an organization.

There is another distinction between nominal and real wage, the first represents the amount of money allocated to individual contracts for the position held, the second represents the amount of assets that the employee can buy with that amount of money and purchasing power for the , ie the purchasing power or the amount of goods available with pay.

The salary is at the heart of the relations of exchange between people and organizations. All persons within the organizations volunteer their time and effort, and in return receive money, which represents the exchange of an equivalence of rights and reciprocal responsibilities between the employee and the employer.

Are there any compensation payments that are not

Yes, certain payments are not paid and these are:

• the allocation of mobilization,
• the allowance for loss of cash,
• the allocation of tool wear,
• the allowance for a snack,
· The family benefits granted in accordance with the law,
• the compensation for years of service,
· The compensation to be payable on the extinguishment of the employment relationship, and
· The repayment of expenses incurred because of work.

THE SALARY FOR THE PEOPLE

The wages are one of the most complex transactions, as when a person accepts an office, is committed to a daily routine, a pattern of activities and a wide range of interpersonal relationships within an organization, which receives a salary.

So in exchange for this symbolic element interchangeable – the money-man is capable of engaging a large part of himself, of his effort and his life.

THE SALARY FOR ORGANIZATIONS

For organizations, salaries are both a cost and an investment. Cost, because wages are reflected in the cost of the product to the final service. Investment, because it represents cash application by a factor of production – the work-as an attempt to achieve a higher return.

CONCEPT OF ADMINISTRATION OF SALARY

In an organization each function or each office has its value. It can only be fairly and equitably compensate the occupants of a fee if you know the value of that charge in relation to others, and also the market situation.

The salary administration can be defined as “the set of rules and procedures to establish or maintain equitable wage structures and fair elections in the organization.” These structures must be fair wages and fair with regard to:

· Wages compared to other positions in the organization, looking for then the internal balance of these salaries.
 · The wages compared to the same charges from other companies active in the labor market, looking for then can the external balance.

To make a compensation program should take into account the needs of the organization and employees, so it is not uncommon for an organization to set goals or objectives to link the general objectives of the same with its compensation program. OBJECTIVES attempting administration wages are:

· Acquisition of staff: The compensation must be high enough to attract applicants. Compensation levels should correspond to the conditions of supply and demand in the labor market, and in some cases to provide an additional incentive to attract workers in other companies.
 · Retain current employees: Raise the compensation policy so as to be competitive, preventing inter alia, high turnover rates.
 • Ensure equality: Equality internal and external. The internal equality to be related to the relative value of the positions expressed by the formula “equal pay for equal role.” External equality, seeking to offset the salaries of employees of the company in relation to employees of other organizations.
 • Encourage adequate performance: Payment must be in accordance with its responsibilities, so that in future performance remains adequate. The performance, experience, loyalty, new responsibilities, they can be encouraged and reinforced through an appropriate policy of compensation.
 · Control Costs: A sound compensation program helps the organization obtain and retain its workforce to appropriate costs, but it is clearly established is more likely to be given excessive or inadequate levels of salary, in relation to effort employees.
 · To fulfill the legal provisions: The administration of wages and salaries is part of a specific legal framework, which must be met with an appropriate compensation.
 Improve administrative efficiency: In trying to meet the other objectives of an effective program of compensation, specialists in the administration of salaries and wages are struggling to design a program that is administered efficiently. However, administrative efficiency occupies only a secondary rank in the hierarchy of the objectives of a sound policy of salaries and wages.

COMPENSATION SYSTEM

There are three types of pay systems, which are broadly used, with appropriate modifications in particular:

Fixed Time Wage:

You pay the staff of the organization a fixed salary, monthly, weekly or biweekly, independent of any other sort of gift, gratuity, allowance, etc., As provided by the law of contract (minimum wage and mobile).

The advantages of the system are:

1. ease of application.
2. Save costs of administration, control and surveillance.
3. Many times it is a demand of trade unions or the difficulty of measuring productivity (plowing …).

The primary disadvantage is that it offers no incentive to productivity.

Based on the production:

The second system is the payment of productivity. With the plan of output per hour, the employee is rewarded by a percentage of salary as a bonus, which equals the percentage by which their performance exceeded the level of production. It has some advantages, esp
ecially when production increases over the standard unit established. One drawback is its complexity and increased costs of control and administration.

A typical problem of this system is the increase in production at the expense of decreased quality. This can be ignored, but requires expensive quality control monitoring and complicating the control and administration.

Sometimes mixed systems can be established productivity. Example is “up to 200 kg / day of a product x is paid the minimum wage and from here a premium of 25 ctvos. / kg. The wage curve would be to figure 2 (b) and the disadvantages are:

· Previous detailed study methods and time
· Calculation complicated
· Problems of industrial relations
• Increased quantity at the expense of quality.

Piecework

Is the type of incentive scheme is older, the income is directly linked to what the worker does, because it pays a “piece rate” for each unit it produces.

The development of a piece rate plan to work requires the valuation of the post. The valuation of the post can assign an hourly wage rate for the post in question, but the essential element in planning the piece rate is the level of production. The levels are raised in terms of a normal number of minutes per unit or average number of units per hour.

BENEFITS

Incentive schemes for piecework have several advantages:

• They are simple to calculate and easily understood by staff.
• Plans for parts seem unfair in principle and its value as an incentive can be powerful because the rewards are directly linked to performance.

DISADVANTAGES

The work piece has a bad reputation based on the habit of some companies to raise production criteria arbitrarily whenever they discover that their workers get overpaid.

The piece rate is determined in monetary terms, so that when a new valuation of the post produces a new hourly wage rate, the rate should be reviewed as well.

The rate is stipulated by piece and in the minds of the criteria for production workers are inextricably linked to the amount of money earned.

In this system the wage curve is as shown in panel (c).

In organizations with formal compensation programs depend on a job evaluation system as an aid in determining the level, this can help the organization to maintain a degree of control over their compensation structure.

This widespread public and private sectors. The form of reward may be through the promotion and various incentive schemes.

The superior performance could also be rewarded by granting merit raises are determined by the performance evaluation system.

The organizations determine the value of jobs through the job evaluation process is a systematic process for determining the relative value of each position in an organization to establish which should receive higher pay.

HOW TO SET THE LEVELS OF REMUNERATION

Step 1: conduct a survey of salaries

A salary survey is a study to determine the prevailing wage levels. They are used in three ways:

I. Based on a formal or informal survey, the companies acquired by the market value of what similar companies pay for comparable jobs.
II. The survey data are used to assign economic value to reference positions, which is a position used to establish the pay scale of the business and are structured around this other positions in order of value.
III. The surveys collect data on disability insurance benefits such as sick and vacation.

Step 2: Determine the value of each position

The valuation of positions is used to determine the relative value of a position. It is a formal and systematic comparison of jobs to determine the value of one in relation to others and establishes a hierarchy of salary or wages. The valuation procedure is to compare the content of posts on other (effort, responsibility and skills). Compensable factors are the content of the post.

To compare various positions one can adopt an intuitive approach and could be compared based on some important factors that all positions have in common. These basic factors are called compensable factors.

PLANNING AND PREPARATION FOR THE ASSESSMENT OF POST

The valuation of positions is a judgmental process which requires cooperation between supervisors, personnel specialists, employees and their union representatives.

The main steps are: identify the need for the program, obtain cooperation, to elect a committee of valuation and the latter will perform the actual valuation and probably used as one of the following valuation methods:

Ranking Method for valuation of posts:

It consists of a hierarchy in conjunction with each other, according to some general factor.

Advantages: This is the simplest and easiest to explain. Requires less time to complete than other methods.

This method is often appropriate for small organizations who can not afford in time and expense of developing a more elaborate system.

Valuation Method for grading:

The posts are classified into groups and classes are known as groups if they contain similar positions or degrees if they contain posts that are similar in difficulty but are otherwise different.

The main advantage is that most companies end classifying positions anyway no matter what valuation method you use.

A disadvantage is that it is difficult to write descriptions of class or grade, and it takes a long view to implement them.

Scoring method for the valuation of posts:

Is a valuation technique for quantitative positions. Is to identify several compensable factors, each of which has several degrees, and the degree to which each of these factors is present in the post. If there are five degrees of responsibility that may contain posts, assigns a different number for each grade rating of each factor. Then add up the points for each factor and arrive at a total point value for the job. The result is a quantitative rating points for each position.

Method of valuation of positions by comparing factors:

Is a valuation technique for quantitative positions. Is to decide which positions are netting more of the factors chosen than others, is a refinement of the method of ranking the positions are sorted according to some general factor.

With this method, each position is ordered several times, one for each compensable factor is chosen. Then combine these classifications for each position in an overall numerical rating of the post.

Valuation of executive positions

One of the most popular for evaluating executive positions is the method of profiles There are three general factors that are evaluating the “profile” includes the knowledge, mental activity (problem solving) and responsibility.

The profile of each position is developed by determining the percentage value that is assigned to each of the three factors, then a hierarchy of positions based on each factor and assigned values that make up the profile, according to their percentage value which is nested the job.

EVALUATION OF VARIOUS POSTS

Range Comparison

Baseline

THE POSITION AS AN ALL

(Not quantitative)

PARTIES OR JOB FACTORS

(Quantitative)

POSITION WITH POSITION

RANKING SYSTEM JOBS

SYSTEM COMPARISON OF FACTORS

MADE WITH SCALE

SYSTEM OF CLASSIFICATION OF POSTS

Point

Step 3: Grouping similar positions in pay grades

Is used to assign monetary values to each of the posts according to relative value. The positions may be similar (as in terms of ranking or number of points) in degrees for the purposes of remuneration.

A level of remuneration is made up of posts with the same difficulty or importance of agreement according to its valuation. If we used the method of scoring the level of remuneration shall consist of positions that fall within a range of points.

Step 4: Assign value to each pay
grade, salary curve

The next step is to assign values to each of wage levels of remuneration. The allocation of the payment rates for each grade or position is achieved with the salary curve.

The salary curve graphically displays the values that are currently paid to the posts at each level of remuneration in connection with points or classification assigned to each position and in accordance with the valuation of positions.

The salaries are on the vertical axis and levels of pay are on the horizontal axis. The purpose of the salary curve is to show the relationship between the value of as determined by one of the methods and levels of current average salary grades. If one believes that the current salaries are out of proportion with those prevailing in the market, reference positions are chosen at each level of remuneration and is assigned a value through a study of compensation.

There are several steps to assign rates to jobs with a wage curve.

I. Find the average salary for each payment group, as each grade has various positions.
II. Graph the payment rates for each grade.
III. Drawing a line (salary) over the plotted points.
IV. Assign values to the posts.

The salaries are in line with pay are wage rates for any of the posts at each level of remuneration.
 If current rates are below or above the line, this index could be out of proportion, may be needed or freeze salary increases for the job.

Step 5: Adjust the level of remuneration.

Finally, we should adjust the salary levels for each grade. This involves correcting the rates out of proportion and set salary levels.

GENERAL DEFINITION OF WAGES

Speaking of compensation include the following terms:

Salaries, wages, salaries, allowances, benefits (room service, private retirement plans, etc.) Incentives (prizes, bonuses, etc.).. That is, all those payments, in cash or in kind, with which the organization rewards those who work in it.

When considering the compensation system companies do so in terms of cost / benefit, that is, when setting a fee or provides an incentive, expects a result of their “investment.” It can be said to compensate is to invest in people. Understanding as an incentive to:

A stimulus can be internal to achieve a specific objective or external to the organization to manage or maintain a motivated behavior.

The Management needs to institute a system of rewards and punishments to reinforce the desire for employees to perform the essential tasks of the organization, and to discourage behaviors and attitudes that may affect the results.

Men want to do those things that are rewarded and those that fail to bring punishment.

The fact that talk of a compensation system is originated on the assumption that the levels of contribution of individuals to organizational performance are different. That’s why no talk of a salary or compensation for each company and own valid for all employees. By admitting the existence of distinct about the impact of each position on the overall results may differ compensation levels and positions.

LEGAL DEFINITION:

The degree of freedom of action of the companies are committed by legal implications. This does not prevent companies to develop a remuneration policy, but its development and implementation requires a thorough knowledge of relevant legislation.

Article 103 of the Labour Contract Act says:

“Salary or wages in general. For the purposes of this Act means pay the consideration to be paid to the employee as a result of the employment contract. Such remuneration shall not be less than minimum wage. The employer must pay the worker, although this is not providing services, by the mere fact of having placed its work force available to it. “

Requirements:

You must have three characteristics:

CONTINUITY:

The contract for this purpose, the law establishes the maximum periods within which it must receive (monthly, weekly or biweekly, every six months in respect of additional annual salary). In connection with the contribution made by the employee, must be measured in its quality (technical capacity, accountability, etc..) And quantity (hours worked, effort, etc ,.).

Commutativity:

In terms of equivalence with the work.

ADEQUACY:

That will allow the employee is living for himself and a typical family, maintain a level of life compatible with human dignity and the increased expertise acquired.

Is why the law holds that wage costs are fixed costs. This condition causes the compensation policy has close relations with the organization’s financial status, their chances of survival.

LEGAL ASPECTS OF THE SALARIES:

A) Inelasticity down:

Another legal aspects of compensation is that they can not “get off.” When you discover that a person is receiving a salary greater than that accruing to the position of women, can not correct the deviation, it becomes a red dot within the framework of remuneration. In this case the employer is faced with two alternatives:

L Bouncing to hire another person to compensation which would correspond,
l Keep the red dot while the person occupying this post. This item is one of the arguments more weight when considering the need to have a good system for determining remuneration to prevent such eventualities.

B) Same work, equal pay:

This does not imply that they must win exactly the same, but that any differences can not exceed that justified by differences in the performance of each of the occupants. Adequate remuneration system should allow weighting the various posts (set of tasks and responsibilities) so as not to expose the company to any complaints in this regard. Remuneration systems are working for a variable measure, that is, the importance or weight that each post has to the company. With correct measurements that we fulfill the principle of equal work, equal pay.

C) Variants payment alternatives to salary:

Could consider the case of cooperative work. In them the people doing the work are not strictly “employees”, they are partners. That is why each partner receives no wages but the income share of the cooperative. In addition to the cooperatives, it is usually the method of payment in the integrated study of several professionals. In these cases are salaried and therefore fit into a remuneration system. Employees and / or secretaries, professionals tend to be partners and, therefore, did not fit the system. Their pay is proportional to its degree of participation in society and the revenues it has had.

When we speak of a remuneration system, we speak of one that covers people who are, as a counterpart to the company available to its workforce, a paycheck.

Art 14a, ACCORDING TO THE NATIONAL CONSTITUTION:

The Constitution of Argentina in Article 14 bis states that “The work in its various forms shall enjoy the protection of the law, which shall ensure to workers: dignified and equitable conditions of work, limited hours, rest and paid leave , fair pay, living wage mobile, equal pay for equal work, participation in the profits of enterprises, with control of production and collaboration in the management, protection against arbitrary dismissal; stability of public employment, free and democratic trade union recognized by the mere registration in a special register “

Required by the law of employment contract, in its article 116, provides:

• minimum living wage and mobile

The minimum must be in cash for workers covered by the LCT and National Public Administration, over 18 years, with normal day. Also included are the children of 14-18 years by the Labor Council, set for the young apprentices. It is set in terms of hours, days or months, so that workers have established that: adequate food, housing, education, clothing, healthcare, transportation and recreation, vacations and foresight.

While there is no other applicable minimum is no need to
fix another. Any conclusion of a lower wage is zero therefore be paid the subsistence minimum, but excludes the remuneration of apprentices, minors or disabled.

The National Council for Employment, Productivity and Minimum Wage Mobile, is composed of 33 members appointed by the honorary executive branch. Employer representation is 16, two members of the State, two from the provinces, and 12 private sector employers, especially the latter representation must be composed of private and public sector of various industries, for setting the minimum wage should be issued by the two-thirds of its members.

The salary can not be taken as an index for the determination of any other legal or conventional school (severance pay), will be determined at the request of any of the sectors represented in the Council and must be disclosed and certainty about the authenticity of the text. The above remuneration is unattachable in the proportion established by the regulations except for maintenance claims.

• Annual salary complementary (SAC)

Aguinaldo, is a twelfth of the highest monthly salary in every respect during the semester calendar. Is payable on June 30 and December 31 or in case of termination of the contract, in this case, in proportion to time worked. Is payable every 6 months.

The small company, by agreement, may make payment up to three periods.

• Reimbursement of expenses (per diem):

The worker’s income can not be diminished by costs incurred in the performance of the work performed. Transportation, normal wear their clothes, tools, are in charge, whereas the costs for the provision, mobility, food and shelter, when to do it outside of your home, are borne by the employer.

Viaticum is the cause any additional expense to the employee’s performance of his duties outside the office or place of establishment to which it is linked. If payment of the allowance is made by accountability, vouchers, is a reimbursement of expenses, otherwise, includes the salary is, a fixed amount.

Should be settled on SAC, plus, and contributions to the welfare system.

• How to determine the remuneration

At first, post industrial revolution, the employer set out the procedures. After labor law set a limit to the application of labor autonomy.

There is a new form of collective bargaining, a group liberalism, through which establishes the conditions of work as the bargaining power of each, is passed to greater state intervention. Speakers at the discussion, together with the parties and at a level of national economy. It is thus correct, the bargaining power of some depressed sectors, and income is compatible with the global economic situation. Then taken to the sector, harmonization of income and to avoid the effects of inflation.

The wages are determined by:

A) Negotiation between the worker and the employer privately.
b) collective agreements or arbitration awards.
c) an official decision.

 

Labour Law
Unit III: Labor Day. Remuneration. Licenses
Legal Regime of the work done

Introduction

It usually refers to the term “legal regime of the work done” all the rules that relate to aspects of the relationship related to working hours, breaks (daily, weekly, annual), environmental conditions, and those related to the work of women and children who have a separate regime.

Terms decent work

The labor standard has adopted certain mechanisms. Among them, has set ceilings on the day so that compliance with it does not compromise the health of those who have carried out. It restricts the principle of autonomy, as practical application in the field of work, resulted in overwhelming schedules and unhealthy environments to be met to minors and women.

The proposed law intended to ensure that the employment relationship is provided in dignity for the individual. It enables the worker himself refuses to do the work when needed to provide without the observance of the “breaks and restrictions on hours of work” does not meet the laws governing occupational health and safety or benefits that may be required can bring damage to their psycho-physical health or impair his dignity as a person. We believe that it is still the duty of safety in all contracts and much more on labor, given the personal nature of the task by the worker.

The prohibition is not limited to assure the employee the option of retaining their benefit, and if necessary terminate the contract with just cause.

Working hours

The legislature has set a maximum limit of the debit of the employee regarding daily hours of work in that it can put your work capacity available to the employer.

Just for exemption, the employee is obliged to provide services after hours (overtime), where

A) Hazard
b) Accident or imminent force majeure
c) exceptional requirements of the national economy or the company.

In order to determine the existence of such a special debit card, you have to judge the situation “based on the collaborative approach in achieving the purposes” of the company. For the employee that refusal constitutes a breach of contract, requiring the provision of work in “overtime” must be objective and serious reasons which directly affect the company or the global community: expanding the work daily to assist was because of a cataclysm or an emergency situation. The standard for assessing the situation of “necessity” is a practical application of the principles of solidarity, cooperation and good faith, are basic elements of compliance with the employment relationship.

In addition to this constraint reduces to the daily maximum (which can not be less than 12 hours), provide “silences” weekly,

• In holidays or considered such
· Events Family
• The study
· To fulfill his obligation to vote when he is from a neighboring country
· Attending a subpoena
· Make personal paperwork and mandatory at the national, provincial or municipal authorities when they could not be performed outside normal working hours, and during the year (holidays).

The consequent saving of human labor, there is a noticeable trend towards the reduction of working hours in the day, week days, weeks and years in the year in the life (right to a retirement benefit, a age to allow a paid rest).

The provisions on daily, weekly rest, annual leave and special admit the possibility that the employee performs the actions in defense of their rights violated, even in situations considered indirect dismissal. As for the “withdrawal” of workers for their retirement, the law gives the employer the possibility that notice, declare the contract expired.

Given the different circumstances of a subjective (tasks performed by men, women or children), or goals (tasks performed during the daytime, at night or in unhealthy environments), which performs the work performed, the law specifies various types of day. To this effect, LCT determines that the time is uniform across the nation and is governed by the law 11 544 “,”

Development of rules

Concept

In accordance with the obligation to contract the employee under contract, have to put your work capacity available to the other party, which can be used on the performance of actions, execution of works or services.

The law considers that integrates the “day’s work all the time during which the worker is available to the employer, while no activity can have its own benefit,” which includes “downtime to compel the performance contracted for, except those produced by unilateral decision of the worker. “

Be counted as work time which elapses while the employee does not enjoy it for having made available to the employer. The employee “remains to orders, either because the work has been interrupted or is on duty (active or passive), and therefore can not” dispose of their activity for personal gain. ” Not including the time the employee is pro own will in the establishment or in the dining room the same as lunch, dinner or snack. The bill includes within the time moments of rest that mediate the development of the task to “get your strength back,” to take a quick snack or standby while “condition” the instrumental work. The distribution of hours of work, including within the power of direction, allocation of the employer, and the “layout of the times” because of the fixed shift system or under the rotating system of work pro teams, for which does not require “prior authorization” enough “to make them known through advertising (posters) placed in conspicuous places for public knowledge of the establishment of workers.”

Day normal

Means that the people make men and women over 18 years, “employed” (not employers), in “public or private holdings, but not for profit.” Conducted between 6 and 21 hours.

The exception:

A) The agricultural, livestock and domestic service (which have established special arrangements for time).
b) Those that are done in “establishments in which only members of the family” (ancestor – descendant – spouses and siblings), the “boss, owner, entrepreneur, manager, director or principal enabled.
c) managerial or supervisory jobs
d) Work in computer
e) made in cases of accidents occurring or imminent. (Law 11 544)

The day may not exceed 8 hours per day or 48 a week. According to the wording of the law 11 544, is accepted as the working week ceiling; exceed the daily one hour to enable that between Monday morning and 13 hours Saturday 48 hours can be met.

Exceptions
LCT: exceptions. Exclusion

Art 206 – under any circumstances exceptions may apply to be issued to workers under 16 (sixteen) years.

The LCT provides that the “reduction of the legal maximum hours only proceed when setting national rules and regulations of the area, including provision of individual contracts or collective bargaining agreements.” It is recognized that the parties directly or through a collective agreement agree to its reduction or arrange one for a shorter period (eg four hours per day, 3 times per week).

The ceilings of the conference can be overcome by way of exception, “because of the nature of the activity, the nature of the worker’s employment and permanent or temporary circumstances that make them eligible, under the conditions set regulation “

11 544 The law provides for exceptions to be established:

· Permanent “and additional preparatory work that must be executed outside the limits for the general working of the establishment or for certain people whose work is intermittent.”
· In a temporary basis, “allow companies to meet the demands of overtime.

Overtime

The regulations for the permanent cases and permits must be made “in consultation with the respective organizations of employers and workers and they determine the maximum number of overtime to be authorized in each case. The total support that the autho
rity may not exceed 30 hours in a month and 200 per year per person employed.

The overtime worked, must be attributed to a surcharge, calculated on the normal pay – 50% in ordinary days and 100% for Saturdays after 13 hours, Sundays and holidays.

The legal provision that establishes this requirement as a way to discourage the hours in excess of those agreed, refers to those above the ceiling, as the realization of which conspires against the health of workers and against the interest . However, if the worker agrees to perform the normal working hours but less than maximum hours, remuneration should be common as the cap is not exceeded.

The law requires the employer to post notices in conspicuous places in his establishment stating:

A) “the times at which work begins and ends, or if the work is done by teams”
b) “agreed breaks during the workday and not count on it”
c) “to keep a record all overtime work done actual merit of the provisions”

Part-time work

Not only supports the validity of contracts that only involve the provision by the worker for a shorter time, than the average in activity, but provides that the contributions and contributions to the subsystems of “social security” were made on the salary actually received in terms of hours worked.

The law establishes a special regime for the tasks below two-thirds of the regular schedule.

Day Night

It is made between the 21 and 6 am the following day, except that carried out the scheme on rotating schedules of work pro teams.

Day unhealthy: work in places or unhealthy conditions

Are the ones that are true in environments in which the “air viciacion or compression, permanent toxic fumes or dust, endangering the health of workers employed.” In other cases, the “unsafe” may be related to the nature of the task (operator – telegraph – staff attends a control tower at an airport), which requires greater attention that causes fatigue (physical – mental).

The maximum duration may not exceed six hours per day or 36 hours weekly. According to the “top” unhealthy every hour equals 1 hour 20 minutes of normal time, which is especially relevant to determine the extent of the “mixed day” (name that corresponds to the unhealthy work is done alternating with other that are not in this case the task can not be unhealthy spend 3 hours).

If it refers to “unhealthy” is not always deserve that classification tasks, but the environment in which they are performed does not meet the minimum requirements to avoid affecting the health of workers beyond what would be normal.

To be considered a “work” does not meet health requirements, it requires that an executive rule that says “Where to govern the day of 6 hours.” The “unhealthy not exist without prior declaration of the enforcement authority,” which should be issued on the basis of medical reports of scientific rigor.

The “disqualified” from a place that had been declared unhealthy can be made by the same procedure if it is found missing, “the determining circumstances” of that. If it is decreed that a place or task is unhealthy and must apply the part-time 6 hours per day, not for “reduction in pay.”

The administrative decision should be adopted following a summons to the employer reasonable time to carry out the tasks necessary to “adapt environmentally place, establishment or activity, so that the work is carried out in healthy conditions.” Although the law provides that, prior to the qualification of unsanitary conditions, corresponds to an injunction and allow time to perform the work necessary to solve the problem, it seems that may decreed (once verified deficiencies) “temporary unsafe “while running the time to perform the tasks for improvement. Otherwise, workers would be allowed to undertake work in shifts of eight hours daily in unhealthy environments, with serious consequences for their health.

The administrative decision declaring the unhealthiness, refuses or fails is the effect of previous so provided, is subject to review in court.

Day Guests: weekly rest
LCT: part-time

Art.198 – reducing the legal maximum hours only proceed when setting national rules and regulations of the area, including provision of individual contracts or collective bargaining agreements. The latter may provide methods for calculating the maximum hours based on an average, according to the characteristics of the activity.

The law imposes a pause, during that period, for hygiene purposes (for the worker to replace forces) and to facilitate greater contact with his family. To this end, it prohibits the employment of employees “from 13 am on Saturday until 24 pm the following day, except in cases of emergency” (danger, accident, force majeure, exceptional requirements) and ” laws or regulations that provide “in order to facilitate the provision of community services on holidays (transport – food – hospitals – recreation-activities that do not support interrupt). Those tasks have to ensure that “others can enjoy the rest,” are entitled to a compensatory ex next day of the week “of the mass term” in the form and opportunity to set these rules, in response to seasonal production or other special features.

Is exempt from the ban on staff engaged in commercial activities carried out in public care establishments allowed to remain open until 21 am on Saturday.

The rule states that the enjoyment of weekly rest, “would not involve the reduction of the remuneration which he has assigned a worker in the days and times referred to it or cared decrease in the total weekly hours of work”:

A) A workers with fixed remuneration per month or week can not rebajárseles the allocation agreed in the name of that rest

b) This does not prevent the employee meets the total work week
In the case of employees paid by the day or hour, the rest period is unpaid, unless it has been agreed by way of private or collective agreement. In practice, with reference to the legal maximum hours to determine the monthly income when you use this method of remuneration, it is estimated an average of 25 days or 200 hours in the month. This criterion is now applied to calculate the value of wages to determine the amount to be paid vacation to workers mensualizados.

The activities, especially those which eventually, reach not more than one or two days, not entitled to the “perception” of the compensatory free. Be distinguished from the provision of work and paid time off. Unless it has been agreed upon, such personnel do not have to charge a premium for this reason. In the same situation is the only task performed Saturday afternoons or Sundays. The law provides that the prohibition extends to the working week over 5 days and a half.

When tasks are met on Saturday afternoon and Sunday, both pro reasons allowed by law, relevant regulations or for infringement, and did not give the ex-compensatory “in a timely manner (ie, within the from one day next week to 13 hours until 24 the next), the worker may make use of “that right from the first working day of the week after, after it completed formal communication with an anticipation not less than 24 hours . In case, the employer must “pay the usual salary to 100% surcharge.”

If the worker is receiving the right “in kind” (not working), exceeded the demand for its debit card, it has done every day, so more than the maximum weekly working time, are “produced” overtime to be paid an additional charge (you have to repay 100%). If the worker “takes” the rest, the law imposes on employers the obligation to pay the period of it (that normally is not paid), with over a 100% surcharge.

Whether the payment, such as plus, which acts as a legal penalty clause. The same situation apply if the worker does not receive the franc in kind and who worked more than they should, so he should be remunerated:

A) Excessive time

b) Surcharge corresponding pro overtime.

Workers’ Compensation

Concept

Compensation means
the consideration to be received by the worker as a result of the employment contract. Such remuneration shall not be less than minimum wage. The employer must pay the worker, but does not provide services, by the mere fact of having placed its work force available to it.

Features

1. Continuity: to this end, the law sets the maximum periods within which it must receive the payment (monthly, weekly or biweekly, every six months, in respect of additional annual salary). It should be also related to the contribution made by the worker, measured in its quality (technical capacity, level of training, responsibility and effort required, performance) and quantity (number of hours worked, effort, result).

2. Commutativity: in terms of “equivalence” with the work, the legal standard set some guidelines for judicial determination, as well as on certain types.

3. Sufficiency: You must be at a level allowing the worker to normal living conditions for themselves and family type (Argentina: marriage of two children) and gender maintain (quality) of living compatible with human dignity and as technical skills learned.

Ways to determine the remuneration (art. 104)

The salary may be fixed in time or work performance, and it is the latter case, on a piecework, commission, individual or collective empowerment, bonus or profit-sharing and integrated with prizes in any form or forms.

Payment (art. 105)

The salary may be paid in cash, kind, empowerment, food or using the opportunity for gain or profit.

The supplementary benefits, whether in cash or in kind, form worker’s compensation.

Cash assistance to the family budget or food vouchers (art. 105 bis)

Employers employing staff as employees covered by collective bargaining agreements may, through explicitly authorized to do business, provides workers the social benefit of assisting the family food basket, through the provision of funds food or food vouchers, designed to meet part or all of the supply or purchase of a set of basic food basket as members.

The amounts charged by the employer in boxes or vouchers that workers are supplied with frame in this scheme shall not exceed twenty percent (20%) of their gross compensation. This benefit will be non-remunerative, for the purposes of labor law and social security or any other purpose.

The workers not covered by collective bargaining agreements may receive this benefit, only up to a total of ten percent (10%) of their total gross remuneration.

Fringe benefits: “no salary” non-subsidized “

It was understood that “remuneration” meant that the remuneration to which reference was made (typically, plus amounts for once) was not considered as such for the purposes of interim payments and contributions.

So, no amount generated within that concept.

Social Benefits

Understanding for that to “to advise and social security, unpaid, non-cash, not joined or substituted in money, provided by the employer to the employee personally or through third parties, which aims to improve the quality Dependent life or his family in charge. ” Regarded as such: the catering company, lunch vouchers up to a maximum working day set by the enforcement authority, feed vouchers, etc..

In carrying out its tasks: recoveries documented proof of child care expenses and / or nursery room, using workers with children under six years old when the company will count with these facilities, the provision of school supplies and smocks for the children of the worker, given at the start of school term, the grant or payment duly documented training courses or seminars or specialization and payment of funeral expenses of dependents of the worker properly documented with receipts.

Is introduced as a novelty that income received by the worker by reason of the work done, does not enjoy the features of the former, in terms of its concept, form of payment, determination, and so on. The same does not affect other items remunerative: SAC, overtime, perception of ‘sick days’ leave, vacations, and others.

In cases where it has not been granted in kind, as it should according to the agreement to ‘individual’ between the parties, or through collective bargaining, or the employer’s unilateral decision, which, by repetition, it became be mandatory, “enjoying the privileges that sets the standard, is subject to the same statute of limitations and, in so far as it can not be given in kind, delivering 30 lunch tickets will not be granted at the time met the respective compensation.

“On health care payments assistance or forecast made by the employer to the employee and his dependent family” was vetoed by the National Executive so that, in accordance with prescribed, not having as legislatures insisted on their punishment, not full regulatory plexus.

No remuneration

The Law 24,700, at least two situations has been clarified as to the meaning that is attributable to that term. In one case, it is in respect of certain benefits that the worker receives directly through own employer (such as, inter alia, the power received at the “canteen”, the provision of clothing and other items necessary for the provision of tasks), or a third party provider (child care, provision of medicines, medical personnel or family members of school supplies, teaching to the worker, etc..) whom the employer entrusted with carrying out this provision, or the worker has chosen, in order to meet a need, who was reimbursed the amount expended for that purpose. Of course, the type of benefit, the conditions under which the same shall be levied, should be fixed by the parties. The worker can not demand that it be granted such a benefit if it has not been expressly agreed.

In the case, the amount that the employee saves on the occasion of receiving the service, which in almost all cases, for expenses of its own, either as they relate to the maintenance of his person or his family not be counted for any purpose in respect of wages called complementary or other amounts which were determined according to which the worker receives his normal task (“sick days”, “Overtime”, etc.). We understand that a breach of the provision (which has a work cause), gives rise to an action to collect this kind, when you have this connection, or through compensation.

Given a common practice adopted in recent years because of certain changes that occur in the market, said Act 24 700 (art. 30) joined the art. TBI 223, a new paragraph, designated as a, under which the amount paid in cash by the employer to compensate for the lack of salaried suspensions because of lack or decline in work or not due to force majeure employer, duly verified, whether this corresponds to a provision in a collective agreement, a pact signed between the parties duly approved by the labor authorities, nor have dues.

Non-subsidized

It is considered that the amount paid in consideration for ‘start working capacity available to the employer has that character, when it is not counted for purposes you liquidate other elements of pay. In the same way about the “non-remunerative wages, unless there is a statute that expressly so stated, we believe that, notwithstanding the usual formula is illegal refereed proceedings to obtain employment has decreased.

Additional Annual Salary (SAC)

Art 121. Meaning: this refers to additional annual salary of one twelfth of the total remuneration as defined in art. 103 of the Act, received by workers in the respective calendar year.

Section 122. Times of payment: The annual salary will be paid additional two (2) installments: the first on June 30 and again on December 31 of each year.

Article 123. Termination of employment contract. Proportional payment: When operating the termination of the employment contract for any reason, the worker or the rights holders to determine the law, be entitled to receive the annual salary supplemented to be set as one twelfth of the remuneration payable fraction of the semester working until they leave
the service.

Labour Law and Social Security

Family allowances

Concept

With this name (which corresponds to benefits) is designated the subsystem that covers the social contingencies of family responsibilities (see § 400, c, l), which has been structured by law 18 017 (to 1974).

Legal System

The first measures adapted in Argentina to deal with these kinds of contingencies incurred in the household income. In some cases, through agreements, in others, such as banking and railway employees, by law or regulation establishing the employer’s obligation to pay a salary plus depending on the number of minor children of their workers.

In 1956, by law, established an operational mode that altered the old system and moved the institute’s field of labor law to social security. This year we established the operation of a compensation fund and the obligation of all employers in the sector to make contributions.

Was declared “mandatory” from 1 January 1957 to commercial enterprises covered by that agreement, the payment of a sum to the employees and workers of his office, with dependent children (under 15 years disabled) and whatever the retirement system in which they were understood.

In 1959, expanded the allowance “for child” to “education” and to establish rules concerning the handling of the implementation of the appropriations of the boxes.

In 1964, extended the provision for all workers and the wife was included.

In 1965, he established a similar scheme for staff of stevedores, dock foremen, managers, seconds managers, pointers and watchmen employed by any private company.

The jurisdiction of this case was extended to the staff of Maritime, River and Marine Industry.

In 1968, he extended the system to other facilities, whose number was increased by subsequent amendments.
In 1974, extended the benefit to retirees and pensioners of the national social welfare scheme after it met the attendance.

Subject

Can be classified according to what establishes the legal regime applicable to:

1. Active workers

2.

3.

A.b.c.

1.2.3.4.May.6.7.8.9.10.

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1. Introduction

The productivity is associated with the level of production that a company can meet to develop a well. At present, the production is the basis of the global economy, generating jobs for workers and major currencies in most cases for employers.

The productivity is the starting point of economic activity, there are several factors involved in the production such as: nature as a physical element that surrounds us, active work is properly human and intellectual force applied to the nature to transform the capital made up of machines, transportation, buildings, tools and techniques used to speed up production. And at the coordinator who is responsible for all the factors combine to maximize performance.

The productivity in an industry goes beyond the mere fact of producing a good but seeks to find methods and solutions to be competitive in the business market. Productivity should be aimed at meeting the needs of the consumer directly or indirectly

At present, firms produce in series, this is known as the individual performance of the various stages in the manufacture of an article or merchandise also called mass production.

Mass production refers to the production of a mass, ie in large quantities in the shortest time possible and spending as little as possible. An example of this are the big factories thousands of model cars a year, using a vital factor in productivity as it is technology.

The mass production has led to a revolution in industrial processes and has become an irreplaceable method for manufacturing that require large amounts of material within a short space of time.

2. Theoretical Framework

Productivity is the amount of work done between the unit of time, ie the effectiveness of the work is measured by the time taken to do so. Thus we can say that the longer delay when developing a product is less efficient
Productivity is the number of units of output per unit of Factor.

Amount of product

1) mean = ———-
Productivitynumber factor units
Increased production
(2) = marginal productivity ————
Increase pcs. factor

3. What is Productivity?

Is necessary to define a criterion by which related the result of a process with the resources used in it, this criterion is productivity.

Is defined for a single factor productivity as output per unit of factor, which equals the average productivity. However, what most people mean by productivity is something that connects the ESP factor per unit sold.

The Human Factor

The human factor is undoubtedly the most complicated and essential of all factors involved in the production process.

The price of labor is determined, as shown in the chart, by the combination of a number of elements: the individual worker, labor organizations (unions), the individual entrepreneur, business organizations (employers) and government.

Work Study: Fundamental Principles
Work study has two very important and quite different:

1.Encontrar a better way to perform a task.
2.Determinar how much to take on that task.

Thus, the study of work consists of two interrelated techniques. The first, the study of methods, considers how to work the second, the measurement of work, aims to find out how long it takes to run it.

Improved methods

In the study of methods are seven key steps:

1.Select the task that must be studied.
2.Definir objectives.
3.Registrar all relevant facts.
4.Examinar critically the facts.
5.Development a better method.
6.Establecer the new method.
7.Maintenance the new method.

Measurement of work

The purpose of the measurement work is to study long they should take the job. This information can be used for two main purposes:
1.For the first place, can be used retrospectively to assess past performance.

2.The Second, you can use to look forward, to set future goals.

Time is not the same type than real time. Is the average time that a task can be completed by a competent person in their work. Not the best worker, but by an average worker. Includes adequate space for relaxation and contingencies.

4. Labor compensation systems

There are basically three types of compensation systems
For a fixed salary.

The advantages of the system are:

1.sencillez apply.
2.Ahorra administration costs, control and surveillance.
3.Muchas is sometimes a need for unions or the difficulty of measuring productivity (plowing …).

The fundamental problem is that it offers no incentive to productivity.

Based on the production.

The second system, pay for productivity, it has some advantages, especially when production increases over the standard unit established. One drawback is their greater complexity and higher costs of control and administration.

A typical problem of this system is the increase in production at the expense of decreased quality. This can be ignored, but requires expensive quality control monitoring and complicating the control and administration.

Sometimes mixed systems can be established productivity. Example is “up to 200 kg / day of a product x is paid the minimum wage and from here a premium of 10 pts / Kg..” The wage curve would be to figure 2 (b) and disadvantages of the method are:

Previous detailed study methods and time
complicated calculation
labor relations problems
increase in quantity at the expense of quality

Piecework.

The last system we will consider is the payment by the piece, in which we have:

PAYMENT = kg x Rate per kg collected.

In this system the wage curve is as shown in panel (c).
Areas Projects

Quality and Productivity

The area of Quality and Productivity studies the quality systems used by companies both in manufacturing and in services, in order to propose continuous improvements designed to develop excellence, quality, productivity and competitiveness at regional level and national levels.

5. Research Lines

Specific applications of tools and philosophies of Total Quality in small and medium industry.
Comprehensive programs of continuous improvement in small companies and medium industry.
Apliciones specific tools and philosophies of Total Quality in industrial processes.
Comprehensive programs of continuous improvement in industrial processes.
Development Learning Center (CEAPRECA) that allows a source of knowledge and technological development of the team.
Models of Quality and Productivity Technologies specific or comprehensive, applicable to industrial processes and whether key areas.
Applications of Quality tools and philosophies, which will optimize the quality of service offered in the area of Transport, Tourism, Banking, Finance and Insurance.
Design of Continuous Improvement programs.
Measurements of the impact of the implementation defilosofías, Quality tools, Quality trends, cutting-edge systems work in contributing to the achievement of the Quality of the Services.

Institutional Area

Diagnose problem situations on services provided by public and private companies, using techniques and methodologies of Quality and Productivity, which ensure the objectivity of the study.
Identify or design a plan of improvements for organizations so that they meet their business objective.
Monitoring and evaluation of the proposal, guaranteeing the dynamics of change through continuous improvement.
Create Quality Award for Enterprise Services.
Certify Quality Award (national and international).
Design and deliver technical training for Quality and Productivity Human Resources of enterprises.

Educational Area:

Diagnose and analyze problems of the education sector.
Propose improvements to the sector to meet the objectives of generating the necessary human resourc
es for development
social, cultural and productive country, state or region.
Implemented policies for education sector development.
Assess scope of development policies in the education sector.
Assess scope of the policies implemented.
In the private sector to analyze and recommend business standards.
Training techniques and Methodologies for Organizational Development and company staff.

Area Transportation:

To analyze the problem in the transport service.
Evaluate and design possibilities of new transportation alternatives.
Design strategies for the transport sector in the social, economic.
Study of road development plans.
Design and deliver technical training for Quality and Productivity human resources companies
this sector.

Health Area:

Review hospital policies.
Design improvements to hospitals.
Design standards for state enterprises and companies to provide health care.
Development of plans for improvements to the health sector.
Design and deliver technical training for Quality and Productivity human resources companies in this sector.