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NEWS IN-DEPTH: ANNUAL LABOR DAY REPORT |
The National Association of Manufacturers' (NAM) annual Labor
Day report, released on Monday, shows that while manufacturing
production increased at its fastest pace in six years and jobs
on the factory floors have posted their strongest gains since
1998, soaring energy costs are hurting workers at the pump and
in their paychecks.
"The report provides a snapshot of the U.S. economic
performance over the past year," John Engler, president and CEO
of NAM, told reporters at a press conference announcing this
year's findings. "I think you are going to be struck by quite a
few of the findings, including some good news for manufacturers
and workers in manufacturing. The report also reveals and
reaffirms a disturbing trend, one that has serious implications
for American manufacturers and our workforce, as well as the
American economy. That's the soaring cost of energy."
David Huether, NAM's chief economist agrees, saying, "Healthy
productivity growth, combined with a tightening labor market,
has continued to boost workers' real, inflation adjusted wages.
"But while workers' total compensation has continued to outpace
inflation, wages have not. Surging energy prices have propelled
inflation at a faster pace than workers' take-home pay and have
resulted in declines in real wages for working Americans,"
Huether concludes.
Despite increases in real compensation, wages are not rising.
Higher costs for benefits like health care are partially to
blame, however surging energy prices are the main reason wages
have not kept pace with inflation, according to the report. In
fact, the overall consumer price of energy has increased by 80
percent during the current expansion, eating into worker
paychecks and reducing real wages. Overall, real hourly wages
have fallen 0.6 percent, while real wages among manufacturing
workers are down 1.7 percent.
For more information about NAM's Labor Day Report, read the
entire article, "Labor Day Report Shows Why Energy Reform Must
Become National Policy", Click Here.
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EMPLOYEE INCENTIVES GOOD FOR BUSINESS |
"Over the last 25 years, corporate America has debated whether
the human resources function adds value or if it is just a
necessary evil," said Dave Ketchen, co-author of a study on the
impact of employee incentives and Lowder Eminent Scholar at
Auburn University.
The results of the study, titled "How Much do High-Performance
Work Practices Matter? A meta-analysis of their effects on
organizational performance", are based on data from 19,319
organizations, and indicates that companies emphasizing human
resource activities such as incentive pay and flextime, enjoy a
10 to 20 percent improvement in employee retention, employee
productivity, profitability, and stock price. Further, companies who take a systematic approach to human resources,
rather than implementing one or two select practices, experience stronger performance improvements. Companies that
cut such programs, on the other hand, can expect to see a 10 to
20 percent reduction in the bottom line.
"A firm can't view training or team-building as a magic bullet
that will deliver profits," Katchen said. "Executives need to
adopt a strategic view of the human resource function and
create sets of practices that reinforce each other."
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August 31, 2006





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