Organization and forms of remuneration at enterprises

Sergey Filin, А. Н. Айтымбетова, Saltanat Ibraimova, Elmira Elbergenovna Zhussipova

2021

Closed access Metadata (CSL-JSON)
DOI 10.33920/pro-3-2110-03
Data confidence 70 medium
How this score is calculated

It is built from checkable properties of the record itself: whether the article has a DOI, how many independent sources confirmed its data, whether the required fields are filled in, and how recent the latest confirmation is. Disagreement between sources and a missing identifier lower it. A value of 80 or above means the record was published without further checking; 60 to 79 means it is published at reduced confidence, with a manual check advisable. A record verified by an editor by hand is never pushed below 90 by a recalculation. This scores our data about the article, not the article itself.

Abstract

Currently, amid the economic crisis associated with the Covid-19 pandemic, each enterprise, regardless of its structure and type of ownership, is in a continuous mode of choice: to reduce personnel costs and retain qualified personnel and jobs. At the same time, in order to preserve jobs and continue production activities, it is important not to preserve the employee’s contribution. The employee must be motivated to increase labor productivity and the quality of products, and this must be directly related to his salary.