Stanisława Borkowska Remuneration in the "New Economy"
Remuneration should be adapted to the character of work, the objectives of the organization, its strategy, employee expectations, and the operating environment. The turn of the 20th and 21st centuries is witnessing far-reaching economic changes often considered a new technological revolution molding new quality in the economy, and creating a society that is open, learning, and innovative. In fact, these changes have come to be called the "new economy." This raises questions: Has remuneration also changed in this new economy? What is its character, direction, and distribution? Does it bring benefits? The objective of this article is to find answers to such questions

New forms of management inherent in a knowledge-based economy necessitate a shift from organizational culture fostering evasion of uncertainty to one facilitating high-level tolerance. The author classifies and discusses the components of organizational culture, their links to work motivation, and the fundamental differences that exist between cultures with low and high tolerance of uncertainty. The author analyzes the new functions of organizational culture, and the direction of change applicable to not only cultural models, but the understanding of the function of organizational culture in an information era.

Presented are certain views regarding motivators and work motivation programs in a modern organization. These opinions are confronted with the results of research on the efficiency of motivational efforts as applied in two organizations. Through questionnaires, employees were responsible for the evaluation. The study confirms presumptions as to the existence of a divergence of assessment of managers between the principles of motivation and management practice.

The author points to the need to build motivational packages and defines the requirements they should meet. In addition to guarantying employees satisfaction, they should also be cohesive with the company's strategic aims as well as strengthen its personnel policy. An answer to this requirement is also presented.

This is the first slowdown in the Polish economy in ten years. Its effects are also felt by the labor market. Based on studies by Watson Wyatt, the author analyzes the newest trends in the realm of fixed and variable wages, taking into account geographical and industry differentiation. He presents prognoses for the future developments on the labor market and compares remuneration levels in Poland with selected Central and Eastern European countries such as Germany, Great Britain, as well as the United States.

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