| Abstract [eng] |
A successful organization needs to effectively manage the four key resources: information, finance, raw materials and human energy. The requirements of the reflection between the value of labor and labor dictate that the reflection must be flexible, formalized, oriented to effective performance criteria, not only responding to the need to reward for work, but also focusing on the future perspective of the organization, etc. A resource-based approach can help define the remuneration system’s interfaces with the organization’s results. Organizational remuneration systems need to adapt to organizational change and evolution, so there is a need to clearly define specific limits or levels that will allow change to be measured in terms of the relevant indicators (or factors). This can be done through the idea of maturity models. The problem analyzed in this dissertation is related to the characteristics of remuneration systems in the organization, while emphasizing not only the influence of external factors, but also taking in the factors of the internal environment, which is matched with the maturity of the organization. In the thesis the characteristics of remuneration systems at different stages of organizational maturity has been determined, justifying the conceptual structure of the remuneration system and organizational maturity features. Furthermore, a theoretical framework of interfaces of the features of the organizational maturity and the characteristics of the remuneration system has been developed allowing to empirically assess the expression of the characteristics of the remuneration system at different stages of organizational maturity. |
