{"title":"Contingent Pay and Experience with its use by Organizations of the Czech Republic Operating in the Field of Environmental Protection","authors":"Petra Horv\u00e1thov\u00e1, Marcela Davidov\u00e1, Miroslava Bendov\u00e1","volume":64,"journal":"International Journal of Economics and Management Engineering","pagesStart":522,"pagesEnd":527,"ISSN":"1307-6892","URL":"https:\/\/publications.waset.org\/pdf\/9033","abstract":"<p>One part of the total employee-s reward is apart from basic wages or salary, employee-s benefits and intangible elements also so called contingent (variable) pay. Contingent pay is connected to performance, contribution, capcompetency or skills of individual employees, and to team-s or company-wide performance or to combination of few of the mentioned possibilities. Main aim of this article is to define, based on available information, contingent pay, describe reasons for its implementation and arguments for and against this type of remuneration, but also bring information not only about its extent and level of utilization by organizations of the Czech Republic operating in the field of environmental protection, but also mention their practical experience with this type of remuneration.<\/p>\r\n","references":"[1] M. Armstrong, Odm\u0115\u0148ovan, pracovniku. Praha: Grada Publishing,\r\n2009. pp. 126-132.\r\n[2] M. Armstrong, Rizeni lidskych zdroju: nejnov\u0115jsi trendy a postupy.\r\nPraha: Grada Publishing, 2007. pp. 276-292.\r\n[3] M. Armstrong, H. Murlis, Reward Management: A Handbook of\r\nRemuneration Strategy and Practice. London: Kogan Page, 2007. pp.\r\n331-342.\r\n[4] P. Horv\u251c\u00edthov\u251c\u00ed, A. \u2500\u00eeop\u251c\u00a1kov\u251c\u00ed, Odm\u2500\u00f8\u0148ov\u251c\u00edn\u251c\u00a1 zam\u2500\u00f8stnanc\u253c\u00bb v organizac\u251c\u00a1ch.\r\nOstrava: V\u253c\u00e1B-TU Ostrava, 2010. pp. 113-138.\r\n[5] A. Miklo\u253c\u00ed\u251c\u00a1k, E. Hvizdov\u251c\u00ed, Informa\u2500\u00ecn\u00e9 syst\u00e9my v mana\u017emente znalost\u251c\u00a1.\r\nStudia commercialia Bratislavensia. Bratislava: Obchodn\u251c\u00ed fakulta\r\nEkonomickej univerzity v Bratislave, 2011. (1) 2011, pp. 127-140.\r\n[6] M. Miku\u253c\u00edov\u251c\u00ed, Lidsk\u00e9 selh\u251c\u00edn\u251c\u00a1 jako p\u0159\u251c\u00a1\u2500\u00ecina krize. Scientific Papers of the\r\nUniversity of Pardubice, Series D. Pardubice: Univerzita Pardubice,\r\nvol, XVI, No. 20 (2\/2011), 2011, pp. 91-101.\r\n[7] Study E-reward Annual Update 2011. (cit. 2011-07-06). Accessible\r\nfrom www: http:\/\/www.e-reward.co.uk\/update.asp.\r\n[8] Study Personnel Rewards 2009: Key Findings and Summary of Results\r\n(cit. 2011-08-09). Accessible from www: http:\/\/www.cipd.co.uk\/\r\nbinaries\/PersonnelRewards.pdf.\r\n[9] D. Vokounov\u251c\u00ed, Proces zmeny. In: Zborn\u251c\u00a1k z medzin\u251c\u00edrodnej vedeckej\r\nkonferencie Marketingov\u00e9 poradenstv\u251c\u00a1 a outsourcing ako met\u251c\u2502dy na\r\nskvalitnenie podnikovej \u2500\u00ecinnosti. Bratislava: Ekonomick\u251c\u00ed univerzita\r\nv Bratislave - Obchodn\u251c\u00ed fakulta, 2005. p. 88.","publisher":"World Academy of Science, Engineering and Technology","index":"Open Science Index 64, 2012"}