Employment Commerce contributes significantly to social inclusion by bringing opportunities to those with limited qualifications who often find it difficult to find employment.
to have at least 75%of people aged 20-64 in employment; to invest 3%of GDP in research and development;
to reduce high youth unemployment and to increase the youth employment rate, as pursued by the Youth on the move initiative.
The EU must implement even better than so far the Think Small First principle in its decision-making process
and the Member States to apply an impact test for commerce when considering measures, especially on employment, the Single Market and international trade:
In a globalised economy, open markets and a predictable trade policy are pivotal in furthering Europe's competitiveness and job creation.
The next five years will be critical in returning the European economy to growth and job creation. Retail and wholesale can contribute,
For instance, 75%of the people aged 20-64 in employment seems a high target at first sight; de facto countries are still far below.
The sector is a major source of employment creation: 29 million Europeans work in commerce, which is one of the few remaining job-creating activities in Europe.
or a limited set of applications, may lack redundancy, aiming to maximize the raw storage space
For example, the system integration of Ministry of Education with Ministry of Manpower and Public Authority for Social insurance is necessary for e-government system to verify employment history and social security status seamlessly 22.
The life stages in practice Dynamics of being a Young company Dynamics of being an Adolescent company Dynamics of being a Maturing company Dynamics of being an Adult company Reflections on impact and job creation Chapter 5:
Over the past three years, they have grown revenue by 56%and increased employment by 64%creating much needed jobs.
and yes employment. Only by considering all those dimensions together can high-impact entrepreneurial ventures develop their full potential.
However, in absolute terms, job creation is highest in this and the next life stage an important consideration for policy makers.
The founders of these firms marshal their forces along very different paths of innovation and job creation.
The research covered business strategies, economics and job creation. Entrepreneurial Ecosystems Around the Globe and Company Growth Dynamics, in collaboration with Stanford university, Endeavor Global and EY, analyzed what makes entrepreneurial companies successful in accessing new markets and scaling around the globe.
in that a small number of companies is responsible for the majority of observed benefits in job creation,
using the criteria of entrepreneurial spirit, innovation, personal integrity, financial performance, future plans and strategic direction, employee retention and employment practices, market impact, community impact
This is usually recognized in job creation, but applies equally to other aspects of entrepreneurial impact. Classical definitions,
and employment as an outwardly comparable measure to comprise 20%or greater annual growth in revenue and 20%or greater annual growth in employment over a three-year time period for enterprises with 10 employees or more.
while revenues and employment are clear validations of high-impact, we believe there is more to the story
Fig 2. 2 Dimensions of entrepreneurial impact Fig. 2. 3. Relative job creation over 2 years for Eoy sample Innovation/customer benefits Job creation Wealth
creation Societal impact Impact on job creation The 628 companies studied in this report created approximately 162,000 net jobs over the most recent two-year fiscal period prior to the 2013 competition.
Fig. 2. 3. shows the relative job creation over 2 years for the whole sample, award winners and national finalists.
Breaking down the Eoy sample by age reveals that employment gains sustain momentum as these companies mature,
when it comes to job creation, a narrow focus on early-stage companies would be misguided. 0 200 400 600 800 1000 1200 Median headcount COMPANY AGE RANGE Number of employees Net change in number of employees,
) 15,20) 20,25) 25,30) 30,35) 35,40) 40,45) 45,50) COMPANY AGE RANGE YEARS Fig. 2. 4. Employment and job creation by company age Impact on wealth
just as innovations in product, job creation and capital deployment are. High-impact Entrepreneurs Who Transform Industries 13 Chapter 3:
Finally, the chapter will revisit the question of job creation across life stages and industries to arrive at some insights that might stimulate the rethinking of some established paradigms.
therefore with two proxies one the concept of marginal job creation (a concept we will return to later in more detail) how many new jobs a company creates as a percentage of its existing workforce over a certain time frame.
At the same time, the US economy added 3. 6m jobs to an existing base of approximately 136m a marginal job creation rate of 2. 64%.
Median Return on Assets data for Entrepreneur Of The Year participant companies Fig. 4. 3. Marginal 2-year job creation rates for Eoy sample and the US economy
Roa EBITDA/sales sales/assets 32 The Bold Ones Reflections on impact and job creation In this closing section, we revisit briefly the impact discussion in Chapter 2,
along the dimensions of Innovation and customer benefits Job creation Wealth creation Societal impact It is implicit from the life stage discussion that individual companies will have different profiles along those impact dimensions during their life.
A cash-strapped startup will 15.9 18.0 53.2 55.0 37%76%53%26%Young Adolescent Maturing Adult Total new jobs'000 Marginal job creation
however, is on the topic of job creation. Fig. 4. 16 shows marginal and absolute job creation rates over two years by life stage.
A marginal job creation rate of 37%for Young companies means that over the course of two years,
they added 15,900 jobs to a base of 58,700. The results fall in line with a lot of academic research the lion's share of marginal job creation takes place when companies scale, not in the start-up phase.
It is worth noting that the sample results are skewed by some large Young companies in the Traditional industry group.
when applying, we can compare the relative job creation rates as exemplary for high-impact companies across the US economy.
Absolute and marginal two-year job creation by Eoy contestants by life stage As probably expected, the marginal job creation rate is highest for Frontier industries and lowest for Traditional industries
policy makers should take note of its strong contributions to employment. This is of course not to denigrate the other two industry groups,
and plot again absolute and marginal job creation at the level of a median company in each industry group, displayed in Fig 4. 18.
High-impact Entrepreneurs Who Transform Industries 33 24.1 77.1 40.8 63%33%37%Frontier Traditional Services Total new jobs'000 Marginal job creation
Absolute and marginal two-year job creation by Eoy contestants by industry group As an example, the median Frontier company started with 98 employees two years ago
While again marginal job creation is highest in the Frontier category, it is interesting that Services companies create the highest absolute number of jobs at a per-company level.
Median absolute and marginal two-year job creation by Eoy contestants per company 62.0 60.0 72.0 65%32%42%Frontier Traditional Services Total new jobs
Marginal job creation 34 The Bold Ones High-impact Entrepreneurs Who Transform Industries 35 After an extensive analysis of a data set containing some of the most impressive entrepreneurs
to consider how the company can have the biggest impact on innovation and customer benefits, on job creation, on wealth creation,
and to shape agendas in areas of job creation and financing Conclusions for policy makers how to support high impact entrepreneurs Policy makers often have an uneasy relationship with entrepreneurs on the one hand,
Prosperity, employment, innovation. On the other hand, more than other business forms, it is hard to pin down what an entrepreneur actually is, let alone a highimpact one.
In addition, it should be clear from our discussion in the closing section of the last chapter that different industry groups have both different job creation profiles (if that is the relevant policy context) and different needs.
Within the report, we utilized the OECD's definition of highimpact for entrepreneurs who exhibit 20%or greater annual growth in employment and 20%or greater annual growth in sales over three years for entrepreneurs with 10 employees
putting at risk its outlook for productivity, growth, human capital development and job creation. This report, part of the World Economic Forum's Fostering Innovation-driven Entrepreneurship in Europe project, examines
and in the Eurozone in particular, where growth rates remain low and unemployment stubbornly high. Europe continues to struggle to increase its competitiveness and set its economy on a more solid footing.
SMES experience high levels of organizational and employment churn, symptomatic of the real but volatile growth,
and making a significant difference to growth and employment across Europe. 7 Figure 3: SMES Struggling to Reach
or Exceed the 2008 Level of Employment and Value Added5 Source: Project Team based on Eurostat This report focuses on the challenge of scaling innovative entrepreneurial organizations.
in particular identifying and realizing win-win opportunities for collaboration between market leaders and market disruptors Employment (2014e relative to 2008 level) Valueadded (2014e relative to 2008 level) 0. 9 1
number of companies per country Increase in employment or value-added Decrease in both dimensions Increase in employment and value-added 10 Enhancing Europe's Competitiveness In the following pages,
engaging in entrepreneurial activities is less attractive in terms of job security (64), %financial benefits (29%)and long-term career prospects (26%).
as well as those mechanisms that help protect against the employment and financial risks of creating or joining a new venture.
and on job creation in organizations featuring programme participants. 17 This is strongly reinforced by the Forum's survey,
Self employment is a less popular option today than it was in 2009, with a clear majority in the European union (EU) now favouring work as an employee.
and entrepreneurship is the driving force behind employment and job creation in Portugal. A recent success in fostering entrepreneurship:
and Employment, introducing an assertive agenda along three key intervention areas (human capital, R&d and financing),
helping up to 1. 25 million businesses cut their employment costs, and supporting apprenticeships. Develop new ideas by helping businesses accelerate innovation and by improving intellectual property protection.
Break into new markets, simplifying access to the £230 billion public procurement market, helping small businesses improve their online presence and supporting exports.
Global Agenda Council on Youth unemployment Mark Rutte, Prime minister of The netherlands Aymeric Sallin, Founder and Chief executive officer, Nanodimension, USA;
Obviously, priorities for a Western city with a stable population and facing sluggish growth, unemployment and ageing demographics will be quite different to those of an emerging-market city with lower income levels, high growth
and a critical driver of productivity, growth and employment in both developed and developing countries.
Now, the city boasts lower-thannational-average unemployment. While still employing 100,000 people as America's second largest market for industrial metal employment,
Pittsburgh successfully reinvented itself by attracting and creating new industries, even earning a new moniker, Roboburgh, for its success in robotics and advanced manufacturing.
surpassing the national average in employment and job growth and providing lessons on how to be more economically competitive.
Unemployment declined from over 18%in 2003 to under 10.8%in 2012. Leipzig is known for style
and unemployment dropped from 10.9%in 2005 to 5%in 2010. Since the Polish regional governance system was reformed in the 1990s,
The centrally located zone is also the seventh largest in Turkey in employment generated. Electronics, machinery and automotive have now become Manisa's leading industrial sectors.
which graduates 27,000 students from two public universities, 500 private higher institutes and vocational training centres.
Low unemployment: Efforts have been made to promote high-quality employment. In 2013,43, 300 new jobs were created. The unemployment rate is under 2. 28%.
%Zhuhai has big plans for the future, including the completion of the Hong kong-Zhuhai-Macau Bridge in 2016.
It has virtually full employment. The government has run consistent budget surpluses since the 1980s and accumulated huge official reserves (now about $280 billion.
But manufacturing employment has shrunk to about 10%of the workforce. Explaining Competitiveness: Applying the Four-Part Taxonomy 1. Institutions (how to reform) Singapore provides a textbook example of leadership and vision.
without the intrusive and bureaucratic employment legislation that characterizes the West and many developing countries.
Small and medium-sized enterprises (SMES) account for half of GDP and the bulk of employment.
Since the late 1990s, focus has also been on expanding higher education and vocational training universities, polytechnics and institutes of technical education and improving their quality.
African americans from the South migrated to Detroit in search of employment, making Detroit the fifth largest populated city in America in 1950 with over 1. 8 million residents.
The collapse of the US national housing market in 2008 and the weakness of the national economy hit Detroit especially hard, further eroding property values and increasing unemployment,
By 2009, unemployment in Detroit stood at 25, %although it has improved since by 9%,according to the Bureau of Labor Statistics.
leaving thousands of individuals fundamentally unprepared for post-secondary education or basic employment training. Innovative programmes such as the Detroit Scholarship Fund,
Such attraction will depend on its ability to appeal to an inbound population that sees Detroit as a destination of opportunity, for quality of employment and education,
Unemployment at one point hit 26%,with a dominant pessimistic psychology among the population, which seemed to lack selfesteem and influence.
and (e) a network of welfare at the service of society in terms of education, health and social welfare (beyond social principles), considered as key factors of competitiveness as well as sources for economic development, job creation, new industries and clusters.
municipal service centres (e g. education, health, sports, culture, entertainment), energy, telecommunications and unemployment activities for the following programmes:
connectivity and innovative access to new sources of employment and welfare has made up the soft vector of strategies of Bilbao.
Many have to grapple with sluggish growth, ageing populations, unemployment, high levels of unfunded public debt and inner-city blight.
The recovery in the United states seems to be grounded comfortably with strong output and employment figures.
high unemployment, and financial fragmentation. Emerging economies are forecasted to grow more modestly than they did in the past.
Most obviously, priorities for a Western city with a stable population, facing sluggish growth, unemployment,
where rigid labor markets were an important cause of high youth unemployment. Youth unemployment continues to be high in a number of European countries as well
where important barriers to entry into the labor market remain in place. Efficient labor markets must also ensure clear strong incentives for employees
especially in terms of hiring and firing practices (123rd) and wage determination (135th) these rigidities are regarded as the most problematic factor for doing business in the country.
and reduce the country's stubbornly high level of unemployment. Traditionally a black spot the situation of France's labor market has improved markedly over the year (61st, up 10), thanks to increased flexibility,
and a very rigid labor market (136th) that hinders employment creation. Overall, Italian companies most notably small and medium-sized enterprises (SMES) continue to suffer from weak access to financing (139th) that
Australia ranks 136th for the rigidity of its hiring and firing practices and 132nd for the rigidity of its wage setting.
and 90 percent of its employment. 4 It is therefore urgent that the government create the right incentives for businesses to register
The services sector accounts for just 28 percent of employment but for 56 percent of the economy.
despite some rigidities in its labor market that result from its persistent high redundancy costs (120th).
These endeavors will help drive private-sector employment that, in turn, is necessary to provide sufficient numbers of gainful and sustainable jobs for the countries'populations.
for example, it must address both unemployment among young people (31.3 percent in 2012) and the consequence of the conflict in neighboring Syria,
and efficient (139th) would allow the country to increase employment in the medium term and provide new entrants to the labor market with enhanced opportunities.
and providing the region's (young) population with the necessary skills to carry out higher-value-added employment.
and creating sufficient employment also present considerable challenges. The health of the workforce is ranked 132nd out of 144 economies as a result of high rates of communicable diseases and poor health indicators more generally.
and labor market efficiency (113th) is affected by extremely rigid hiring and firing practices (143rd), wage inflexibly (139th),
with its youth unemployment rate estimated at over 50 percent. Botswana remains stable this year at 74th place, the fourth spot in the region.
In addition, some aspects of its labor market such as the country's strong female participation in the labor force (6th) and reasonable redundancy costs lend themselves to efficiency.
Also critical, in view of the country's rapidly growing population and high unemployment, are investing in the healthcare system and primary education (135th) as well as higher education and training (138th.
and Kaplan 2009 for country studies demonstrating the importance of flexible labor markets for higher employment rates and,
the agricultural sector in GDP remains high at 25%,accounting for more than 60%of employment on average and for more than 80%in many countries.
Labor Regulation and Employment in India's Retail stores. Journal of Comparative Economics 37 (1): 47 61.
Job creation and Labor Reform in Latin america. Journal of Comparative Economics 37 (1): 91 105. Kaufmann, D. and T. Vishwanath. 2001.
50%7. 01 Cooperation in labor-employer relations 7. 02 Flexibility of wage determination 7. 03 Hiring and firing practices 7. 04 Redundancy costs
youth unemployment is rising, and access to basic services remains a challenge. Even in several fast-growing developing countries, it appears that growth has made not a notable dent in income inequality or poverty,
The question of how to unlock new sources of productive employment and strengthen the contribution of economic growth to improvements in broad living standards is becoming an increasingly important concern for political and business leaders in developed and developing countries alike.
In advanced economies, welfare states promote the economic and social well-being of the society by protecting their members from excessive loss of income during old age and during periods of unemployment or illness.
When workers have access only to short-term contracts or vulnerable employment, they are exposed to negative shocks
and to all the costs associated with unemployment. Moreover, a widespread black economy may affect the resilience of a social system,
because most are prerequisites for job creation and long-term sustainable growth. This link is one of the reasons that policymakers find them attractive.
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all 7th pillar (labor market efficiency) Goal 9:
Vulnerable employment as a percentage of total employment, the Extent of the informal economy, and Social safety net protection.
The vulnerable employment indicator measures the percentage of people who are self-employed in a small business
the Income Gini index, Social mobility, and Youth unemployment. The income Gini index is a measure of income inequality,
Additionally, low expectations for the future in a context of high unemployment and persistent inequality can spark political instability.
Finally, high youth unemployment can reduce social cohesion and incur significant economic and social costs. It depresses lifetime earnings for unemployed workers
From an economic standpoint, high youth unemployment Access to basic necessities Vulnerability to economic exclusionsocial cohesion Access to sanitation Access to improved drinking water Access to healthcare Vulnerable employment
Extent of informal economy Social safety net protection Income Gini index Social mobility Youth unemployment Figure 2:
Youth unemployment is slightly increasing but remains at a fairly low level (8. 4 percent), while social protection and mobility remain in line with past rankings, painting a positive picture of The swiss social system.
US competitiveness improves slightly but less than that of other advanced economies because of its still-high levels of income inequality and youth unemployment (15 percent on a decreasing trend).
Finland, despite an inclusive social system and a track record of managing resources responsibly, has to address a rather high level of youth unemployment (approximately 19 percent
On the social sustainability pillar, it is characterized by relatively low youth unemployment, widespread access to healthcare,
Japan delivers a relatively positive performance on the social sustainability component as a result of its low youth unemployment, its small informal economy,
Sweden has the highest youth unemployment rate within the Nordic group which results in its relatively weaker position within the Nordics on the social sustainability pillar.
Norway attains the strongest social sustainability performance of all the countries in the sample this year, balancing low inequality and social protection with high mobility and low level of unemployment.
In the United arab emirates, low youth unemployment and wide access to basic necessities positively influence social sustainability,
The country does not report data related to youth unemployment or vulnerable employment; these indicators cannot therefore be assessed.
In terms of social sustainability, the most critical area remains the significant share of the population in vulnerable employment,
South africa's main social problems remain its extremely high income inequality and youth unemployment, but inadequate access to healthcare and a poor social safety net are also contributing to a below par result on the social sustainability dimension.
However, these factors are compensated partially by its low youth unemployment and almost universal access to improved drinking water.
its low youth unemployment and widespread access to water and sanitation offset its relatively high level of inequality, its widespread informal economy,
Assessing Progress toward Sustainable Competitiveness 72 The Global Competitiveness Report 2014 2015 employment to poverty risk.
In terms of social sustainability, the country's main challenges are the insufficient coverage of its social safety nets in the context of large segments of its population living with vulnerable employment and low social mobility.
Social sustainability is hindered mainly by the population's very uneven access to sanitation (still only 36 percent of Indians have access to these basic services) and high rates of vulnerable employment.
Youth unemployment has increased and inequality remains relatively high. In terms of environmental sustainability, however, Kenya has been sensitive to the loss of biodiversity that accompanies its socioeconomic development
Social sustainability pillar S01 Income Gini index*S02 Youth unemployment*S03 Access to sanitation*d (log) S04 Access to improved drinking water*d S05
Access to healthcare servicesd S06 Social safety net protection S07 Extent of informal economy S08 Social mobility S09 Vulnerable employment*Environmental sustainability
national sources S02 Youth unemployment Percent of total unemployed youth to total labor force aged 15 24 2012
or most recent Youth unemployment refers to the share of the labor force aged 15 24 without work but available for and seeking employment.
S09 Vulnerable employment Proportion of own-account and contributing family workers in total employment 2012 or most recent Vulnerable employment refers to unpaid family workers and own-account workers
as a percentage of total employment that is, the share of own-account and contributing family workers in total employment.
4. 1...121 7. 03 Hiring and firing practices...3. 9...68 7. 04 Redundancy costs, weeks of salary*..
*20.8.99 7. 05 Effect of taxation on incentives to work...3. 8...53 7. 06 Pay and productivity...
4. 1...121 7. 03 Hiring and firing practices...3. 9...68 7. 04 Redundancy costs, weeks of salary*..
*20.8.99 7. 05 Effect of taxation on incentives to work...3. 8...53 7. 06 Pay and productivity...
4. 6...104 7. 03 Hiring and firing practices...3. 1...122 7. 04 Redundancy costs, weeks of salary*..
*17.3.83 7. 05 Effect of taxation on incentives to work...3. 3...97 7. 06 Pay and productivity...
4. 1...122 7. 03 Hiring and firing practices...2. 6...137 7. 04 Redundancy costs, weeks of salary*..
*31.0.132 7. 05 Effect of taxation on incentives to work...4. 0...41 7. 06 Pay and productivity...
2. 6...140 7. 03 Hiring and firing practices...2. 6...138 7. 04 Redundancy costs, weeks of salary*..
*30.3.129 7. 05 Effect of taxation on incentives to work...1. 9...144 7. 06 Pay and productivity...
5. 1...65 7. 03 Hiring and firing practices...4. 5...18 7. 04 Redundancy costs, weeks of salary*..
*11.0.47 7. 05 Effect of taxation on incentives to work...3. 4...94 7. 06 Pay and productivity...
3. 7...132 7. 03 Hiring and firing practices...2. 7...136 7. 04 Redundancy costs, weeks of salary*..
*11.7.50 7. 05 Effect of taxation on incentives to work...3. 5...80 7. 06 Pay and productivity...
2. 5...142 7. 03 Hiring and firing practices...3. 5...101 7. 04 Redundancy costs, weeks of salary*..
*2. 0...5 7. 05 Effect of taxation on incentives to work...2. 9...121 7. 06 Pay and productivity...
5. 4...40 7. 03 Hiring and firing practices...4. 4...25 7. 04 Redundancy costs, weeks of salary*..
*21.7.101 7. 05 Effect of taxation on incentives to work...3. 4...87 7. 06 Pay and productivity...
5. 8...12 7. 03 Hiring and firing practices...4. 3...30 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...6. 3...1 7. 06 Pay and productivity...
4. 8...85 7. 03 Hiring and firing practices...4. 4...28 7. 04 Redundancy costs, weeks of salary*..
*31.0.131 7. 05 Effect of taxation on incentives to work...3. 6...79 7. 06 Pay and productivity...
4. 9...81 7. 03 Hiring and firing practices...3. 6...89 7. 04 Redundancy costs, weeks of salary*..
*16.0.78 7. 05 Effect of taxation on incentives to work...3. 8...58 7. 06 Pay and productivity...
3. 8...129 7. 03 Hiring and firing practices...2. 6...139 7. 04 Redundancy costs, weeks of salary*..
*7. 2...19 7. 05 Effect of taxation on incentives to work...2. 3...141 7. 06 Pay and productivity...
5. 2...59 7. 03 Hiring and firing practices...3. 9...63 7. 04 Redundancy costs, weeks of salary*..
*8. 3...24 7. 05 Effect of taxation on incentives to work...3. 9...46 7. 06 Pay and productivity...
4. 0...124 7. 03 Hiring and firing practices...3. 5...98 7. 04 Redundancy costs, weeks of salary*..
*not possible...143 7. 05 Effect of taxation on incentives to work...3. 6...76 7. 06 Pay and productivity...
5. 4...42 7. 03 Hiring and firing practices...3. 8...82 7. 04 Redundancy costs, weeks of salary*..
*21.7.103 7. 05 Effect of taxation on incentives to work...4. 6...14 7. 06 Pay and productivity...
4. 0...125 7. 03 Hiring and firing practices...2. 7...135 7. 04 Redundancy costs, weeks of salary*..
*15.4.73 7. 05 Effect of taxation on incentives to work...2. 5...139 7. 06 Pay and productivity...
5. 4...44 7. 03 Hiring and firing practices...3. 6...96 7. 04 Redundancy costs, weeks of salary*..
*7. 5...21 7. 05 Effect of taxation on incentives to work...3. 4...91 7. 06 Pay and productivity...
5. 3...50 7. 03 Hiring and firing practices...4. 1...53 7. 04 Redundancy costs, weeks of salary*..
*10.5.43 7. 05 Effect of taxation on incentives to work...3. 7...63 7. 06 Pay and productivity...
5. 1...61 7. 03 Hiring and firing practices...3. 3...118 7. 04 Redundancy costs, weeks of salary*..
*15.9.76 7. 05 Effect of taxation on incentives to work...2. 7...133 7. 06 Pay and productivity...
4. 8...92 7. 03 Hiring and firing practices...4. 8...13 7. 04 Redundancy costs, weeks of salary*..
*19.4.92 7. 05 Effect of taxation on incentives to work...4. 1...34 7. 06 Pay and productivity...
4. 7...98 7. 03 Hiring and firing practices...4. 2...38 7. 04 Redundancy costs, weeks of salary*..
*15.3.72 7. 05 Effect of taxation on incentives to work...3. 5...84 7. 06 Pay and productivity...
5. 4...46 7. 03 Hiring and firing practices...4. 4...26 7. 04 Redundancy costs, weeks of salary*..
*10.0.37 7. 05 Effect of taxation on incentives to work...4. 3...23 7. 06 Pay and productivity...
4. 9...80 7. 03 Hiring and firing practices...3. 4...111 7. 04 Redundancy costs, weeks of salary*..
*29.5.127 7. 05 Effect of taxation on incentives to work...3. 4...89 7. 06 Pay and productivity...
5. 1...66 7. 03 Hiring and firing practices...3. 3...114 7. 04 Redundancy costs, weeks of salary*..
*13.0.57 7. 05 Effect of taxation on incentives to work...2. 7...134 7. 06 Pay and productivity...
5. 6...25 7. 03 Hiring and firing practices...3. 9...66 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...4. 2...28 7. 06 Pay and productivity...
4. 8...84 7. 03 Hiring and firing practices...4. 6...15 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...4. 0...36 7. 06 Pay and productivity...
5. 3...53 7. 03 Hiring and firing practices...3. 8...79 7. 04 Redundancy costs, weeks of salary*..
*16.7.80 7. 05 Effect of taxation on incentives to work...2. 9...122 7. 06 Pay and productivity...
5. 0...76 7. 03 Hiring and firing practices...4. 3...33 7. 04 Redundancy costs, weeks of salary*..
*18.7.88 7. 05 Effect of taxation on incentives to work...3. 7...64 7. 06 Pay and productivity...
4. 7...95 7. 03 Hiring and firing practices...4. 4...29 7. 04 Redundancy costs, weeks of salary*..
*13.1.60 7. 05 Effect of taxation on incentives to work...3. 7...66 7. 06 Pay and productivity...
5. 5...34 7. 03 Hiring and firing practices...2. 9...129 7. 04 Redundancy costs, weeks of salary*..
*15.1.71 7. 05 Effect of taxation on incentives to work...2. 2...142 7. 06 Pay and productivity...
4. 5...108 7. 03 Hiring and firing practices...4. 2...39 7. 04 Redundancy costs, weeks of salary*..
*5. 7...15 7. 05 Effect of taxation on incentives to work...4. 4...18 7. 06 Pay and productivity...
5. 4...43 7. 03 Hiring and firing practices...3. 2...121 7. 04 Redundancy costs, weeks of salary*..
*20.2.95 7. 05 Effect of taxation on incentives to work...3. 1...110 7. 06 Pay and productivity...
4. 5...107 7. 03 Hiring and firing practices...5. 3...6 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...2. 7...132 7. 06 Pay and productivity...
5. 2...55 7. 03 Hiring and firing practices...4. 0...61 7. 04 Redundancy costs, weeks of salary*..
*26.2.116 7. 05 Effect of taxation on incentives to work...2. 9...118 7. 06 Pay and productivity...
5. 1...67 7. 03 Hiring and firing practices...3. 9...69 7. 04 Redundancy costs, weeks of salary*..
*36.8.134 7. 05 Effect of taxation on incentives to work...3. 0...117 7. 06 Pay and productivity...
3. 9...126 7. 03 Hiring and firing practices...3. 8...80 7. 04 Redundancy costs, weeks of salary*..
*22.9.107 7. 05 Effect of taxation on incentives to work...3. 2...108 7. 06 Pay and productivity...
6. 2...1 7. 03 Hiring and firing practices...4. 8...12 7. 04 Redundancy costs, weeks of salary*..
*12.9.55 7. 05 Effect of taxation on incentives to work...4. 3...24 7. 06 Pay and productivity...
5. 0...74 7. 03 Hiring and firing practices...3. 8...78 7. 04 Redundancy costs, weeks of salary*..
*19.1.91 7. 05 Effect of taxation on incentives to work...3. 2...106 7. 06 Pay and productivity...
2. 4...143 7. 03 Hiring and firing practices...3. 5...99 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...3. 6...73 7. 06 Pay and productivity...
4. 8...87 7. 03 Hiring and firing practices...2. 7...134 7. 04 Redundancy costs, weeks of salary*..
*11.8.51 7. 05 Effect of taxation on incentives to work...2. 9...125 7. 06 Pay and productivity...
4. 5...111 7. 03 Hiring and firing practices...3. 4...108 7. 04 Redundancy costs, weeks of salary*..
*14.8.68 7. 05 Effect of taxation on incentives to work...4. 2...25 7. 06 Pay and productivity...
5. 7...23 7. 03 Hiring and firing practices...4. 2...37 7. 04 Redundancy costs, weeks of salary*..
*26.0.114 7. 05 Effect of taxation on incentives to work...3. 6...77 7. 06 Pay and productivity...
5. 6...26 7. 03 Hiring and firing practices...4. 7...14 7. 04 Redundancy costs, weeks of salary*..
*4. 3...13 7. 05 Effect of taxation on incentives to work...4. 4...20 7. 06 Pay and productivity...
3. 4...136 7. 03 Hiring and firing practices...3. 4...109 7. 04 Redundancy costs, weeks of salary*..
*21.6.100 7. 05 Effect of taxation on incentives to work...3. 7...67 7. 06 Pay and productivity...
3. 3...137 7. 03 Hiring and firing practices...3. 9...72 7. 04 Redundancy costs, weeks of salary*..
*49.8.137 7. 05 Effect of taxation on incentives to work...4. 0...38 7. 06 Pay and productivity...
4. 2...118 7. 03 Hiring and firing practices...3. 6...92 7. 04 Redundancy costs, weeks of salary*..
*15.9.76 7. 05 Effect of taxation on incentives to work...2. 5...138 7. 06 Pay and productivity...
5. 7...21 7. 03 Hiring and firing practices...4. 4...24 7. 04 Redundancy costs, weeks of salary*..
*27.0.117 7. 05 Effect of taxation on incentives to work...3. 8...55 7. 06 Pay and productivity...
5. 3...47 7. 03 Hiring and firing practices...3. 4...105 7. 04 Redundancy costs, weeks of salary*..
*7. 9...23 7. 05 Effect of taxation on incentives to work...3. 8...57 7. 06 Pay and productivity...
5. 0...70 7. 03 Hiring and firing practices...4. 3...34 7. 04 Redundancy costs, weeks of salary*..
*16.7.80 7. 05 Effect of taxation on incentives to work...3. 6...72 7. 06 Pay and productivity...
5. 1...62 7. 03 Hiring and firing practices...4. 0...59 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...3. 4...90 7. 06 Pay and productivity...
4. 7...97 7. 03 Hiring and firing practices...3. 9...74 7. 04 Redundancy costs, weeks of salary*..
*30.3.129 7. 05 Effect of taxation on incentives to work...2. 8...129 7. 06 Pay and productivity...
6. 1...4 7. 03 Hiring and firing practices...5. 7...1 7. 04 Redundancy costs, weeks of salary*..
*5. 8...16 7. 05 Effect of taxation on incentives to work...5. 9...5 7. 06 Pay and productivity...
5. 1...64 7. 03 Hiring and firing practices...4. 2...43 7. 04 Redundancy costs, weeks of salary*..
*13.4.61 7. 05 Effect of taxation on incentives to work...2. 8...128 7. 06 Pay and productivity...
4. 1...120 7. 03 Hiring and firing practices...5. 3...4 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...3. 3...99 7. 06 Pay and productivity...
4. 4...113 7. 03 Hiring and firing practices...4. 1...47 7. 04 Redundancy costs, weeks of salary*..
*15.8.75 7. 05 Effect of taxation on incentives to work...3. 9...45 7. 06 Pay and productivity...
4. 4...114 7. 03 Hiring and firing practices...4. 3...32 7. 04 Redundancy costs, weeks of salary*..
*57.8.139 7. 05 Effect of taxation on incentives to work...4. 1...31 7. 06 Pay and productivity...
3. 8...130 7. 03 Hiring and firing practices...3. 2...120 7. 04 Redundancy costs, weeks of salary*..
*23.1.109 7. 05 Effect of taxation on incentives to work...3. 5...81 7. 06 Pay and productivity...
4. 9...79 7. 03 Hiring and firing practices...4. 2...40 7. 04 Redundancy costs, weeks of salary*..
*12.2.53 7. 05 Effect of taxation on incentives to work...3. 4...93 7. 06 Pay and productivity...
4. 9...78 7. 03 Hiring and firing practices...4. 2...44 7. 04 Redundancy costs, weeks of salary*..
*27.4.124 7. 05 Effect of taxation on incentives to work...3. 6...70 7. 06 Pay and productivity...
3. 0...138 7. 03 Hiring and firing practices...2. 4...141 7. 04 Redundancy costs, weeks of salary*..
*7. 2...18 7. 05 Effect of taxation on incentives to work...1. 9...143 7. 06 Pay and productivity...
5. 4...38 7. 03 Hiring and firing practices...4. 1...55 7. 04 Redundancy costs, weeks of salary*..
*14.0.65 7. 05 Effect of taxation on incentives to work...3. 3...102 7. 06 Pay and productivity...
5. 9...9 7. 03 Hiring and firing practices...2. 8...133 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...3. 8...61 7. 06 Pay and productivity...
5. 0...73 7. 03 Hiring and firing practices...4. 0...60 7. 04 Redundancy costs, weeks of salary*..
*4. 3...13 7. 05 Effect of taxation on incentives to work...3. 3...95 7. 06 Pay and productivity...
5. 7...20 7. 03 Hiring and firing practices...4. 4...22 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 9...43 7. 06 Pay and productivity...
5. 0...69 7. 03 Hiring and firing practices...4. 5...17 7. 04 Redundancy costs, weeks of salary*..
*6. 5...17 7. 05 Effect of taxation on incentives to work...3. 6...75 7. 06 Pay and productivity...
5. 2...58 7. 03 Hiring and firing practices...3. 4...106 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...3. 1...113 7. 06 Pay and productivity...
5. 2...56 7. 03 Hiring and firing practices...3. 9...75 7. 04 Redundancy costs, weeks of salary*..
*28.1.126 7. 05 Effect of taxation on incentives to work...5. 3...7 7. 06 Pay and productivity...
5. 7...16 7. 03 Hiring and firing practices...4. 1...52 7. 04 Redundancy costs, weeks of salary*..
*17.3.83 7. 05 Effect of taxation on incentives to work...3. 4...92 7. 06 Pay and productivity...
5. 7...22 7. 03 Hiring and firing practices...4. 1...46 7. 04 Redundancy costs, weeks of salary*..
*47.2.136 7. 05 Effect of taxation on incentives to work...4. 1...32 7. 06 Pay and productivity...
6. 0...6 7. 03 Hiring and firing practices...4. 1...50 7. 04 Redundancy costs, weeks of salary*..
*9. 7...35 7. 05 Effect of taxation on incentives to work...3. 3...103 7. 06 Pay and productivity...
5. 3...51 7. 03 Hiring and firing practices...3. 9...70 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 8...51 7. 06 Pay and productivity...
4. 0...123 7. 03 Hiring and firing practices...3. 9...76 7. 04 Redundancy costs, weeks of salary*..
*15.0.70 7. 05 Effect of taxation on incentives to work...4. 0...40 7. 06 Pay and productivity...
4. 9...82 7. 03 Hiring and firing practices...3. 6...95 7. 04 Redundancy costs, weeks of salary*..
*10.3.42 7. 05 Effect of taxation on incentives to work...3. 8...52 7. 06 Pay and productivity...
6. 0...8 7. 03 Hiring and firing practices...3. 0...125 7. 04 Redundancy costs, weeks of salary*..
*24.6.112 7. 05 Effect of taxation on incentives to work...2. 9...124 7. 06 Pay and productivity...
4. 7...96 7. 03 Hiring and firing practices...3. 7...87 7. 04 Redundancy costs, weeks of salary*..
*21.7.101 7. 05 Effect of taxation on incentives to work...5. 1...10 7. 06 Pay and productivity...
5. 7...18 7. 03 Hiring and firing practices...4. 4...27 7. 04 Redundancy costs, weeks of salary*..
*13.0.57 7. 05 Effect of taxation on incentives to work...4. 4...19 7. 06 Pay and productivity...
5. 2...57 7. 03 Hiring and firing practices...4. 2...36 7. 04 Redundancy costs, weeks of salary*..
*12.3.54 7. 05 Effect of taxation on incentives to work...3. 1...111 7. 06 Pay and productivity...
5. 3...48 7. 03 Hiring and firing practices...3. 6...90 7. 04 Redundancy costs, weeks of salary*..
*16.7.80 7. 05 Effect of taxation on incentives to work...3. 3...100 7. 06 Pay and productivity...
5. 5...33 7. 03 Hiring and firing practices...4. 9...9 7. 04 Redundancy costs, weeks of salary*..
*23.9.111 7. 05 Effect of taxation on incentives to work...5. 1...8 7. 06 Pay and productivity...
4. 7...94 7. 03 Hiring and firing practices...4. 3...35 7. 04 Redundancy costs, weeks of salary*..
*13.7.63 7. 05 Effect of taxation on incentives to work...3. 3...96 7. 06 Pay and productivity...
5. 3...52 7. 03 Hiring and firing practices...3. 7...84 7. 04 Redundancy costs, weeks of salary*..
*7. 3...20 7. 05 Effect of taxation on incentives to work...4. 2...27 7. 06 Pay and productivity...
4. 6...101 7. 03 Hiring and firing practices...3. 3...117 7. 04 Redundancy costs, weeks of salary*..
*10.5.43 7. 05 Effect of taxation on incentives to work...2. 8...126 7. 06 Pay and productivity...
4. 7...99 7. 03 Hiring and firing practices...4. 2...42 7. 04 Redundancy costs, weeks of salary*..
*10.6.45 7. 05 Effect of taxation on incentives to work...5. 1...9 7. 06 Pay and productivity...
4. 8...88 7. 03 Hiring and firing practices...3. 4...103 7. 04 Redundancy costs, weeks of salary*..
*22.0.104 7. 05 Effect of taxation on incentives to work...3. 0...116 7. 06 Pay and productivity...
5. 5...30 7. 03 Hiring and firing practices...3. 6...93 7. 04 Redundancy costs, weeks of salary*..
*22.6.106 7. 05 Effect of taxation on incentives to work...2. 9...123 7. 06 Pay and productivity...
5. 7...17 7. 03 Hiring and firing practices...3. 9...71 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 6...68 7. 06 Pay and productivity...
5. 0...75 7. 03 Hiring and firing practices...4. 0...62 7. 04 Redundancy costs, weeks of salary*..
*11.2.48 7. 05 Effect of taxation on incentives to work...3. 7...65 7. 06 Pay and productivity...
5. 4...37 7. 03 Hiring and firing practices...3. 7...86 7. 04 Redundancy costs, weeks of salary*..
*20.7.97 7. 05 Effect of taxation on incentives to work...3. 9...42 7. 06 Pay and productivity...
3. 9...128 7. 03 Hiring and firing practices...3. 4...102 7. 04 Redundancy costs, weeks of salary*..
*37.5.135 7. 05 Effect of taxation on incentives to work...3. 6...78 7. 06 Pay and productivity...
5. 5...36 7. 03 Hiring and firing practices...4. 1...51 7. 04 Redundancy costs, weeks of salary*..
*20.2.94 7. 05 Effect of taxation on incentives to work...3. 8...56 7. 06 Pay and productivity...
4. 8...91 7. 03 Hiring and firing practices...2. 9...128 7. 04 Redundancy costs, weeks of salary*..
*9. 7...35 7. 05 Effect of taxation on incentives to work...4. 0...39 7. 06 Pay and productivity...
4. 4...115 7. 03 Hiring and firing practices...3. 2...119 7. 04 Redundancy costs, weeks of salary*..
*27.2.118 7. 05 Effect of taxation on incentives to work...3. 5...85 7. 06 Pay and productivity...
3. 5...135 7. 03 Hiring and firing practices...3. 1...123 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 7...62 7. 06 Pay and productivity...
5. 8...14 7. 03 Hiring and firing practices...4. 1...58 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...5. 0...12 7. 06 Pay and productivity...
4. 8...90 7. 03 Hiring and firing practices...4. 1...48 7. 04 Redundancy costs, weeks of salary*..
*14.9.69 7. 05 Effect of taxation on incentives to work...3. 2...107 7. 06 Pay and productivity...
5. 5...35 7. 03 Hiring and firing practices...5. 2...7 7. 04 Redundancy costs, weeks of salary*..
*16.2.79 7. 05 Effect of taxation on incentives to work...4. 3...21 7. 06 Pay and productivity...
3. 7...133 7. 03 Hiring and firing practices...2. 8...132 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...4. 2...29 7. 06 Pay and productivity...
5. 6...27 7. 03 Hiring and firing practices...3. 6...91 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...5. 8...6 7. 06 Pay and productivity...
4. 6...103 7. 03 Hiring and firing practices...4. 1...49 7. 04 Redundancy costs, weeks of salary*..
*27.2.118 7. 05 Effect of taxation on incentives to work...3. 5...82 7. 06 Pay and productivity...
4. 6...106 7. 03 Hiring and firing practices...3. 7...85 7. 04 Redundancy costs, weeks of salary*..
*18.1.87 7. 05 Effect of taxation on incentives to work...4. 0...35 7. 06 Pay and productivity...
5. 5...32 7. 03 Hiring and firing practices...3. 4...110 7. 04 Redundancy costs, weeks of salary*..
*26.1.115 7. 05 Effect of taxation on incentives to work...4. 4...17 7. 06 Pay and productivity...
5. 4...39 7. 03 Hiring and firing practices...2. 9...130 7. 04 Redundancy costs, weeks of salary*..
*11.4.49 7. 05 Effect of taxation on incentives to work...3. 2...104 7. 06 Pay and productivity...
4. 8...86 7. 03 Hiring and firing practices...3. 4...104 7. 04 Redundancy costs, weeks of salary*..
*27.4.124 7. 05 Effect of taxation on incentives to work...3. 9...47 7. 06 Pay and productivity...
5. 6...29 7. 03 Hiring and firing practices...3. 4...112 7. 04 Redundancy costs, weeks of salary*..
*18.8.89 7. 05 Effect of taxation on incentives to work...3. 4...88 7. 06 Pay and productivity...
4. 7...93 7. 03 Hiring and firing practices...3. 3...113 7. 04 Redundancy costs, weeks of salary*..
*23.1.108 7. 05 Effect of taxation on incentives to work...2. 8...131 7. 06 Pay and productivity...
5. 7...19 7. 03 Hiring and firing practices...3. 6...94 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...3. 1...112 7. 06 Pay and productivity...
6. 0...5 7. 03 Hiring and firing practices...5. 3...5 7. 04 Redundancy costs, weeks of salary*..
*23.2.110 7. 05 Effect of taxation on incentives to work...6. 3...2 7. 06 Pay and productivity...
5. 0...68 7. 03 Hiring and firing practices...4. 1...57 7. 04 Redundancy costs, weeks of salary*..
*4. 0...7 7. 05 Effect of taxation on incentives to work...2. 5...140 7. 06 Pay and productivity...
5. 6...28 7. 03 Hiring and firing practices...4. 2...41 7. 04 Redundancy costs, weeks of salary*..
*17.3.83 7. 05 Effect of taxation on incentives to work...3. 0...115 7. 06 Pay and productivity...
5. 3...54 7. 03 Hiring and firing practices...4. 3...31 7. 04 Redundancy costs, weeks of salary*..
*13.0.56 7. 05 Effect of taxation on incentives to work...4. 5...16 7. 06 Pay and productivity...
5. 8...13 7. 03 Hiring and firing practices...4. 1...54 7. 04 Redundancy costs, weeks of salary*..
*19.5.93 7. 05 Effect of taxation on incentives to work...4. 9...13 7. 06 Pay and productivity...
4. 5...112 7. 03 Hiring and firing practices...4. 1...56 7. 04 Redundancy costs, weeks of salary*..
*13.7.64 7. 05 Effect of taxation on incentives to work...3. 9...44 7. 06 Pay and productivity...
5. 4...45 7. 03 Hiring and firing practices...3. 3...115 7. 04 Redundancy costs, weeks of salary*..
*7. 7...22 7. 05 Effect of taxation on incentives to work...2. 6...136 7. 06 Pay and productivity...
4. 9...83 7. 03 Hiring and firing practices...3. 6...88 7. 04 Redundancy costs, weeks of salary*..
*13.5.62 7. 05 Effect of taxation on incentives to work...3. 9...48 7. 06 Pay and productivity...
5. 0...71 7. 03 Hiring and firing practices...4. 5...19 7. 04 Redundancy costs, weeks of salary*..
*78.3.141 7. 05 Effect of taxation on incentives to work...3. 8...54 7. 06 Pay and productivity...
6. 0...7 7. 03 Hiring and firing practices...5. 4...3 7. 04 Redundancy costs, weeks of salary*..
*3. 0...6 7. 05 Effect of taxation on incentives to work...6. 0...4 7. 06 Pay and productivity...
4. 6...102 7. 03 Hiring and firing practices...2. 9...131 7. 04 Redundancy costs, weeks of salary*..
*18.8.89 7. 05 Effect of taxation on incentives to work...2. 9...119 7. 06 Pay and productivity...
3. 9...127 7. 03 Hiring and firing practices...2. 4...140 7. 04 Redundancy costs, weeks of salary*..
*10.7.46 7. 05 Effect of taxation on incentives to work...2. 5...137 7. 06 Pay and productivity...
2. 7...139 7. 03 Hiring and firing practices...2. 1...143 7. 04 Redundancy costs, weeks of salary*..
*9. 3...33 7. 05 Effect of taxation on incentives to work...4. 5...15 7. 06 Pay and productivity...
4. 2...117 7. 03 Hiring and firing practices...3. 3...116 7. 04 Redundancy costs, weeks of salary*..
*17.4.86 7. 05 Effect of taxation on incentives to work...2. 8...130 7. 06 Pay and productivity...
5. 4...41 7. 03 Hiring and firing practices...3. 0...124 7. 04 Redundancy costs, weeks of salary*..
*58.5.140 7. 05 Effect of taxation on incentives to work...3. 9...50 7. 06 Pay and productivity...
5. 0...72 7. 03 Hiring and firing practices...3. 0...126 7. 04 Redundancy costs, weeks of salary*..
*8. 8...32 7. 05 Effect of taxation on incentives to work...3. 5...83 7. 06 Pay and productivity...
4. 5...109 7. 03 Hiring and firing practices...3. 8...81 7. 04 Redundancy costs, weeks of salary*..
*14.6.67 7. 05 Effect of taxation on incentives to work...3. 6...69 7. 06 Pay and productivity...
3. 6...134 7. 03 Hiring and firing practices...3. 5...100 7. 04 Redundancy costs, weeks of salary*..
*14.4.66 7. 05 Effect of taxation on incentives to work...4. 2...30 7. 06 Pay and productivity...
5. 7...15 7. 03 Hiring and firing practices...5. 7...2 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...5. 1...11 7. 06 Pay and productivity...
5. 5...31 7. 03 Hiring and firing practices...4. 4...21 7. 04 Redundancy costs, weeks of salary*..
*22.6.105 7. 05 Effect of taxation on incentives to work...3. 9...49 7. 06 Pay and productivity...
4. 8...89 7. 03 Hiring and firing practices...4. 1...45 7. 04 Redundancy costs, weeks of salary*..
*15.5.74 7. 05 Effect of taxation on incentives to work...3. 2...109 7. 06 Pay and productivity...
4. 6...105 7. 03 Hiring and firing practices...3. 9...73 7. 04 Redundancy costs, weeks of salary*..
*9. 3...33 7. 05 Effect of taxation on incentives to work...3. 2...105 7. 06 Pay and productivity...
4. 3...116 7. 03 Hiring and firing practices...4. 4...23 7. 04 Redundancy costs, weeks of salary*..
*36.0.133 7. 05 Effect of taxation on incentives to work...3. 8...60 7. 06 Pay and productivity...
4. 5...110 7. 03 Hiring and firing practices...3. 4...107 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...3. 8...59 7. 06 Pay and productivity...
4. 6...100 7. 03 Hiring and firing practices...3. 7...83 7. 04 Redundancy costs, weeks of salary*..
*20.5.96 7. 05 Effect of taxation on incentives to work...4. 3...22 7. 06 Pay and productivity...
4. 2...119 7. 03 Hiring and firing practices...3. 5...97 7. 04 Redundancy costs, weeks of salary*..
*12.1.52 7. 05 Effect of taxation on incentives to work...3. 6...71 7. 06 Pay and productivity...
5. 3...49 7. 03 Hiring and firing practices...3. 9...67 7. 04 Redundancy costs, weeks of salary*..
*29.8.128 7. 05 Effect of taxation on incentives to work...3. 3...98 7. 06 Pay and productivity...
6. 2...2 7. 03 Hiring and firing practices...4. 9...10 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 6...74 7. 06 Pay and productivity...
4. 9...77 7. 03 Hiring and firing practices...3. 9...64 7. 04 Redundancy costs, weeks of salary*..
*13.0.57 7. 05 Effect of taxation on incentives to work...2. 6...135 7. 06 Pay and productivity...
6. 1...3 7. 03 Hiring and firing practices...5. 1...8 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...6. 2...3 7. 06 Pay and productivity...
5. 8...10 7. 03 Hiring and firing practices...4. 5...20 7. 04 Redundancy costs, weeks of salary*..
*8. 5...25 7. 05 Effect of taxation on incentives to work...4. 1...33 7. 06 Pay and productivity...
5. 6...24 7. 03 Hiring and firing practices...4. 9...11 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...4. 0...37 7. 06 Pay and productivity...
2. 4...144 7. 03 Hiring and firing practices...2. 9...127 7. 04 Redundancy costs, weeks of salary*..
*20.8.98 7. 05 Effect of taxation on incentives to work...2. 9...120 7. 06 Pay and productivity...
3. 7...131 7. 03 Hiring and firing practices...1. 4...144 7. 04 Redundancy costs, weeks of salary*..
*not possible...143 7. 05 Effect of taxation on incentives to work...3. 1...114 7. 06 Pay and productivity...
5. 1...60 7. 03 Hiring and firing practices...3. 9...65 7. 04 Redundancy costs, weeks of salary*..
*24.6.112 7. 05 Effect of taxation on incentives to work...3. 4...86 7. 06 Pay and productivity...
5. 8...11 7. 03 Hiring and firing practices...3. 8...77 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...2. 8...127 7. 06 Pay and productivity...
5. 1...63 7. 03 Hiring and firing practices...4. 5...16 7. 04 Redundancy costs, weeks of salary*..
*50.6.138 7. 05 Effect of taxation on incentives to work...4. 2...26 7. 06 Pay and productivity...
2. 6...141 7. 03 Hiring and firing practices...2. 2...142 7. 04 Redundancy costs, weeks of salary*..
*82.3.142 7. 05 Effect of taxation on incentives to work...3. 3...101 7. 06 Pay and productivity...
485 7. 03 Hiring and firing practices...486 7. 04 Redundancy costs...487 7. 05 Effect of taxation on incentives to work...
488 7. 06 Pay and productivity...489 7. 07 Reliance on professional management...490 7. 08 Country capacity to retain talent...
1. 4 7. 03 Hiring and firing practices In your country, how would you characterize the hiring and firing of workers?
not possible 7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 SOURCES: World bank/International finance corporation, Doing Business 2014:
World Economic Forum, Executive Opinion Survey 7. 03 Hiring and firing practices In your country, how would you characterize the hiring and firing of workers?
World Economic Forum, Executive Opinion Survey 7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 This indicator estimates the cost of advance notice requirements, severance payments,
Overtext Web Module V3.0 Alpha
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