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PAP mood turns sour over pay cut


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Saturday January 7, 2012

PAP mood turns sour over pay cuts

INSIGHT DOWN SOUTH BY SEAH CHIANG NEE

PAP mood turns sour over pay cuts

 

Singapore Prime Minister Lee Hsien Loong intends to accept a government committee recommendation that his annual pay be cut by 36% to RM5.3mil.

 

IN 1976, when I first visited China, its 86-year-old leader Mao Zedong was near death, and I ended a series of articles for Singaporeans by asking: Would Maoism survive Mao? If not what

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Reject it to retain some dignity.

Never knew dignity had a price...

this is the real test of servitude.

Those who leave, please please pursue your mirrions elsewhere and oh we now know your true intentions for joining politics.

 

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i'm sure there are many out there who would like to know who those "unhappy" party members are....

interestingly though....in yesterday's TODAY paper...there was an article in the Comment&Analysis column..titled.."Stop tying pay to performance"

quite an interesting read...though barely scratching the surface.

now is this a plausible possibility?...in terms of running the country?

 

Stop tying pay to performance

 

The evidence is overwhelming - it does not work

by Bruno Frey and Margit Osterloh

04:46 AM Jan 06, 2012

We have talked about this since the financial meltdown. Now it's time to do it: Unlink pay from performance.

 

The evidence keeps growing that pay for performance is ineffective. It also may induce executives to take company-killing risks. There are other ways to motivate employees that yield better results at lower cost.

 

Thanks mainly to provisions linked to performance, CEO compensation has skyrocketed in recent decades, while its correlation with actual corporate performance has remained as weak as ever. This has been most true in the United States, where among the Standard & Poor's 500 the ratio of average CEO pay to average employee salary went from about 40-to-1 in the '70s to 325-to-1 in 2010.

 

The ratio is not as extreme in most other countries but the trend is the same. Below the top level, mismatches between pay and performance are not so acute. But all variable-pay-for-performance schemes still suffer from four inescapable flaws:

 

1) In a modern economy, where new challenges emerge constantly, it is impossible to determine the tasks that will need to be done in the future precisely enough for variable pay for performance to work well.

 

2) People subject to variable pay for performance don't passively accept the criteria. They spend a lot of time and energy trying to manipulate the criteria in their favour, helped by the fact that they often know the specifics of their work better than their superiors do.

 

3) Variable pay for performance often leads employees to focus exclusively on areas covered by the criteria and neglect other important tasks. This is known as the "multiple-tasking" problem.

 

4) Variable pay for performance tends to crowd out intrinsic motivation and thus the joy of fulfilling work. Such motivation is of great importance to business, because it supports innovation and encourages beyond-the-ordinary contributions.

 

The idea that people work only for money has been thrown overboard by leading scholars. Research has shown that human beings are not interested solely in material gain.

 

They care for the well-being of other individuals and value recognition from co-workers. Many employees apply themselves because they find their work challenging and worthwhile. These non-material motivations point to better ways to get results from the members of an organisation.

 

One way is to select employees more carefully, hiring people who are truly interested in the work - not people whose primary goal is earning the highest pay.

 

Another approach is to pay fixed compensation but adjust it on the basis of a comprehensive evaluation of employees' work after some time. This avoids the multiple-tasking problem.

 

At the end of the year companies can also distribute part of their profits to employees according to their contribution to overall performance, rather than preset criteria.

 

Awards and recognition are effective motivators as well. Research suggests that effort increases among both the winners and other employees when awards are given out.

 

Variable pay for performance, while it may seem attractive in theory, creates more problems than it solves. There is no proof that it helps achieve its intended purposes, and other approaches not only work better but also strengthen employee loyalty.

 

 

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but frankly the previous pay is obscene! 26months bonus??!

So that is how many times the pay of the most powerful president in the world?

How that this litmus test will separate the Real men of integrity and those wolves in sheep skin.

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no $$ no talk

it's true for all top performers ... just like million dollars paid soccer player, tennis player, golf player, ceos, bankers, etc

hence, there is NO DIFFERENCE with minister & mp

it's good to see them complain to feel "real", isn't it?

Edited by Wt_know
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no $$ no talk

it's true for all top performers ... just like million dollars paid soccer player, tennis player, golf player, ceos, bankers, etc

hence, there is NO DIFFERENCE with minister & mp

it's good to see them complain to feel "real", isn't it?

 

But President Tony happily accepted his pay cut almost immediately. Ministers should learn from his example.

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Isn't that asking a lot?

 

Not everyone is like Mr Chiam, you know...

That man finally can retire and enjoy his life as there are now thousands netizens making his voice heard at the top.

 

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but no one ... i dare no one ... would know the "real" feeling of a 51% pay cut [laugh]

 

But President Tony happily accepted his pay cut almost immediately. Ministers should learn from his example.

 

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but no one ... i dare no one ... would know the "real" feeling of a 51% pay cut [laugh]

 

Actually PM Lee need no cut all his ministers pay if he had sacked culprits like housing tzar Mah, and can't catch escaped terrorist Can't Sing, and his wife Ho.

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