Distribución de frecuencia entre la variable clima organizacional y la variable

Basis for the setting of salaries

The local parties shall yearly, before the individual setting of salary, deliberate on the basis for the setting of salaries, ie which factors to consider when set- ting the salary. The local parties shall also discuss experiences from previous setting of salaries and what the company wants to achieve in the current salary setting, the time plan for the setting of salaries, from which date the new salaries shall apply as well as which financial and other preconditions are applicable. If there are any uncertainties as to which employees are included in the salary setting according to the local agreement, this shall be clarified. The purpose of the deliberations is to reach a common view on a salary set- ting which supports a good work performance and contributes to the de- velopment of the business operations as well as the individual employee.

Note

It is important that the deliberations of the local parties are conducted ef- ficiently and with a common intention to achieve a well structured deci- sion making process. The purpose is to allow for an exchange of experi- ences and to achieve improvements.

Individual salary setting through individual salary discussion

For each employee the salary is determined individually at least once a year. The individual salary setting is based on a discussion between the salary set- ting manager and the employee. In this discussion the new salary shall be explicitly dealt with.

The company shall ensure that the basis and the factors for consideration for the salary setting are available to the employees. It is the responsibility of the salary setting manager and the employee to inform themselves of the purpose of the factors for salary setting which are applied within the company.

Co-operation Agreement Teknikarbetsgivarna – Ledarna

The individual salary discussion should be conducted according to a set structure (checklist) so that the consideration of the applied factors and the evaluation of these can be done in a consistent manner. Before the salary dis- cussion the salary setting manager and the employee shall have examined the issues to be considered during the review.

The company as well as the employees have a responsibility for a well func- tioning salary setting. It is essential that the salary setting manager and the employees are well prepared as to the form and content of the individual sala- ry discussion.

If the individual salary discussion leads to an agreement between the salary setting manager and the employee regarding the new salary, this shall be doc- umented in an appropriate and simple way. Of course this does not mean that the employee confirms that he or she is in agreement with the salary setting manager in all parts of the individual evaluation of the employee.

If the employee is of the opinion that the salary setting or the salary setting discussion is insufficient to such an extent that he or she wants a further dis- cussion with local union participation, the employee must inform the salary setting manager of this and specify the cause of the displeasure so that the sal- ary setting manager and the company can prepare for the continued discus- sion.

Dispute resolution

After an individual salary discussion and a further discussion with local uni- on participation, a local party may call for local negotiations regarding the in- dividual salary setting of the employee.

If disagreement persists after local negotiations a local party may refer the matter to central negotiations.

In the event that even the central parties cannot agree in the matter, a central party is entitled to submit the matter for final settlement to the Teknik- arbetsgivarna – _{Ledarna Salary council. The Salary council consists of two}

representatives from Teknikarbetsgivarna and two representatives from Le- darna. One of the representatives of Teknikarbetsgivarna shall be chairman and one of the representatives of Ledarna shall be vice-chairman.

Evaluation by local parties

When all salaries have been set the company shall notify the local union party of this.

Where a yearly salary setting has not taken place for an employee who is co- vered by the local agreement on application of these rules, the company shall explain the reasons for this.

The result of the salary setting shall be accounted for and documented in ac- cordance with the practice or agreement applied at the company.

The local parties shall finally conclude in common that they have completed the procedure according to the agreement.

Section 2 Salary setting guidelines

Salary setting shall be differentiated according to individual or other circum- stances.

The salary setting should be shaped so that it becomes a propelling force for the development of the company and the employees. The salary setting will thus stimulate increased productivity and increased competitive strength. If certain objectives have been set for the business operations and for the individual, the degree of fulfillment of these objectives should be taken into consideration when setting the salary.

The salary setting should be linked to the economic conditions and develop- ment of the company. The individual salary is to be set with regards to market forces and the employee’s responsibility and work tasks as well as the way in which the employee performs work tasks. Theoretical and practical knowledge, judgment and initiative, responsibility, effort, work environment, ability to co-operate and to lead are examples of important factors to be taken into account.

Discriminatory or other factually unmotivated differences in salaries and other employment conditions between employees shall not occur.

The salary setting manager and the employee should be aware of the basis for setting of salaries within the company and what the employee may do in or- der to increase his salary.

Co-operation Agreement Teknikarbetsgivarna – Ledarna