Director's Salary Research Articles

The Influence of Intellectual Capital and Islamicity Performance Index On Islamic Social Reporting Disclosures

This study aims to determine the influence of Intellectual Capital and the Islamicity Performance Index on Islamic Social Reporting Disclosures. The research sample used Islamic commercial banks registered with the Financial Services Authority (OJK) for the 2009-2021 period. The sampling technique used purposive sampling and the number of research data was 154 data. Technical data analysis using multiple linear regression analysis using SPSS. The results of the hypothesis test show that the Profit-Sharing Ratio has a positive effect on ISR disclosure, this is because profit is a benchmark for the company's ability to make a profit. Where the profit shows that the company's financial condition is in a strong state so it tends to disclose a broader social accountability report. Zakat Performance Ratio has a positive influence on Islamic Social Reporting disclosure, this proves that the performance of Islamic banking can be seen from zakat activities managed by banks. For variable Equitable Distribution Ratio, Directors- Employees Welfare Ratio, Islamic Income vs Non-Islamic Income, and Islamic Investment vs non-Islamic investment do not affect the disclosure of ISR, this is because the distribution of income carried out by Islamic banks, the comparison of salaries of directors and employees, the comparison of income and halal or non-halal investments has no effect e disclosure of the social responsibility of Islamic banking. Intellectual Capital does not affect the disclosure of ISR, this shows that the utilization of the value of Islamic banking Intellectual Capital for ISR disclosure has not been maximized.

Analisis Job Value dan Perancangan Struktur Gaji Baru Pada Perusahaan Pengolahan Semen Instan PT XYZ di Kabupaten Semarang

PT XYZ is a factory engaged in the instant cement or mortarindustry located in Semarang Regency, Central Java, which has beenestablished since 2013. The company is managed by a presidentdirector who supervises 36 contract employees. The compensationsystem used by PT XYZ is to pay a basic salary of Rp. 11,515/hourobtained from the UMR of Semarang Regency divided by 200working hours. The compensation system applies to all positions atPT XYZ except for director and the factors that affect the amount ofbasic salary received depend on the number of hours worked eachmonth. The amount of the director's salary has its own rulesaccording to the agreement of the commissioner. Determination ofcompensation applied in the company is not ideal because it is onlydetermined by working hours without considering other factors.Thus, this study aims to evaluate the compensation system at PTXYZ based on a salary survey, salary mapping, and Eckenrodesystem in order to provide a better description of the compensationsystem for PT XYZ in order to assist the company in improving itsperformance. This study found ten compensable factors thatmatched the work of PT XYZ, which were obtained using the haymethod. The calculation results of the adhered and overlappingmethods are used to classify employee salaries into five grades.

An Ethically Sustainable Model for Anatomic Gifting at a Non‐Medical School

BackgroundAs the number of health care education programs, fresh tissue labs, research opportunities, and anatomy education programs rises so does the need for human donor resources.1 Most US medical schools rely on anatomical gift programs (AGPs) for donors to support curricular needs. Physician Assistant (PA) and Physical Therapy (PT) education programs rely heavily on medical schools and state anatomy boards for these needs, while very few have in‐house willed body programs.2,3In 2016, Elon University became one of very few non‐medical schools to have its own in‐house AGP to meet the anatomy curricular needs of its PT, PA, and undergraduate biology programs.PurposeDescribe the costs and benefits involved in developing a non‐medical school, in‐house anatomical gift program to support the curricula for PT, PA and biology education.MethodsData on public education outreach, registrant demographics, and benefits to curricula are reported. Cost/benefit analysis is presented for the first year of the program.ResultsElon University's curricular need for full enrollment is 19 donors per year. Within one year of opening donor enrollment the program has registered 90 participants, 9 of whom have deceased (7 female and 2 male donors; average age at time of death 74.4) and will support anatomy education in 2018. At the time of writing, program registrants include 62% female (avg 72.8 yrs) and 36% male (avg 75.5 yrs) registrants. All donations are first‐person consent.In the past year the AGP Director has visited 65 venues in a 45‐mile radius of campus (n=1520 participants) to provide educational outreach on anatomic gifting. This equates to a 6% return in registration from educational outreach efforts. Registrants (n=82) report reasons for donating as: contributing to student learning 68.3%; contributing to medical research 17%; doing something good 11%; and giving back to Elon 9.8%.Cost for in‐house donor preparation (with outsourcing for donor transport/document filing) is $965 / donor excluding personnel time. Other costs include a full‐time AGP director salary, cost of faculty/lab manager training in anatomical embalming, and $32,000 to outfit the anatomy lab prep room with donor storage, hydraulic lift, embalming table, and embalming unit. Benefits include sustainable and ethical support of anatomy education on our campus with first person, consent driven donation and access to donor‐determined health, social, and occupational information.The university and surrounding community have been involved in the AGP's development from the onset. Start‐up costs are phased in to accommodate growth of the AGP. Anatomy faculty/staff are invested in the success of the AGP and contribute to policy development, outreach, and donor care. Students have been involved since the program's conception to offer insight and support educational outreach.Discussion/ConclusionsThus far in implementation the program's costs are outweighed by its projected long‐term benefits. Curricular needs are supported at nearly 50% in the first year. A team approach has been successful, with faculty, staff, and students contributing to the development and operation of the AGP. Administrative/community support are essential to a successful program. Registrants' reasons for donation are in keeping with current cultural trends to support education and research. Cost/benefit analysis of the program will continue.This abstract is from the Experimental Biology 2018 Meeting. There is no full text article associated with this abstract published in The FASEB Journal.

Benchmarks for Support and Outcomes for Internal Medicine-Pediatrics Residency Programs: A 5-Year Review

Combined internal medicine and pediatrics (medicine-pediatrics) residencies were Accreditation Council for Graduate Medical Education (ACGME) accredited separately from their corresponding categorical residencies in June 2006. We investigated how ACGME accreditation of medicine-pediatrics programs has affected the levels of support (both financial and personnel), the National Resident Matching Program (NRMP) match rate, performance on the board examination, and other graduate outcomes. From 2009 through 2013 we sent an annual SurveyMonkey online survey to members of the Medicine-Pediatrics Program Directors Association. Questions pertained to program characteristics, program director support, recruitment, ambulatory training, and graduate data. More than 79% of responders completed the entire survey for each year (sample size was 60 program directors). Compared to the time prior to accreditation of the specialty, there was an increase in program directors who are dually trained (89% versus 93%), an increase in program director salary ($134,000 before accreditation versus $185,000 in 2013, P < .05), and an increase in the average full-time equivalent support (0.32 before accreditation versus 0.42 in 2013, P < .05). There was also an increase in programs with associate program directors (35% versus 78%), programs with chief residents (71% versus 91%), and an increase in program budgets controlled by program directors (52% versus 69%). The 2013 NRMP match rates increased compared to those of 2005 (99% versus 49%). Performance on the American Board of Pediatrics examination was comparable to that for pediatrics residents. Since accreditation, a larger number of residents are choosing careers in hospital medicine. Our data show widespread improved support for medicine-pediatrics programs since the 2006 start of ACGME accreditation.

Board members must take care when approving the executive director's salary

Board & Administrator for Administrators OnlyVolume 31, Issue S7 p. 1-1 Articles Board members must take care when approving the executive director's salary First published: 23 February 2015 https://doi.org/10.1002/ban.30052Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume31, IssueS7March 2015Pages 1-1 RelatedInformation

Nurse director pay.

Nurse directors earn around £70,000 less than their medical colleagues, according to new NHS data. Pay and benefits data collected from 74 NHS trusts show that medical directors earn an average salary of £153,936, compared with an average nurse director salary of £83,808.

The federal alternative minimum tax and the library director's salary in New Jersey

PurposeThe federal alternative minimum tax (AMT) portion of the annual federal income tax filing procedures is destined to have severe effects on the compensation and take home pay of senior management librarians. By examining the history of the AMT and typical principal librarian or director's salaries in New Jersey one can see the need to change the salary. The purpose of this article is to offer two additional proposed salaries for the director. One salary serves as an incremental improvement, the other serves as a step up to the executive status requisite for a position of such responsibility and effort.Design/methodology/approachThis article discusses the AMT and typical principal librarian or director's salaries in New Jersey.FindingsLittle difference is seen among the salary levels regarding typical monthly expenses after payroll deductions are made as a result of the effects of the AMT. If salaries are not changed to reflect an increase in discretionary funds commensurate with the position, the AMT formula will need to change.Originality/valueRecommendations are provided for salary and AMT changes based on an analysis of expenses and tax code.

Salaries: Part One–A Ten-Year Snapshot

ABSTRACT Using data from the 1992 and 2002 editions of Public Library Data Service, published by the Public Library Association, a snapshot of median salaries of directors and beginning librarians is taken for libraries in the various population ranges. A comparison of the increase in salaries over the ten-year period, in terms of both dollar changes and percentage gains, reveals that in the larger libraries the salaries of the directors rose at a sharper rate than that of the beginning librarians.

Microbiology director salary survey

How the Survey was Conducted A salary survey of doctorate level microbiologists who direct the activities of clinical or public health microbiology laboratories in the United States and Canada was conducted between July and December of 1998 via an internet users group. Data collected included years of experience, years at current position, type of institution, institution bed size, whether or not an academic appointment was held, and current salary. There were 57 respondents whose responses were tallied as an entire group and in addition were subdivided into seven geographical groups (Northeast, Southeast, North central, South central, Northwest, Southwest, and Canada). Responses were received over the internet, via fax, or by telephone and could be anonymous if the respondent so desired. Statistical analysis was performed in order to answer the following questions:

TOP PAY, COMPANY PERFORMANCE AND CORPORATE GOVERNANCE†

This paper examines the relationship between top director pay, company performance and corporate governance in a sample of 294 U.K. companies between 1983 and 1986. The reported econometric results reveal that although a statistically significant relationship can be established between the growth in highest paid director salary and shareholder wealth, the estimated elasticity is quantitatively very small. In line with other research, company sales is important in explaining top pay. The paper shows that measures of corporate governance play no role in shaping the growth in top directors pay, although there is some evidence that the level of pay is lower in ownership controlled firms or where shareholder concentration is high. On the other hand where the primary shareholders are insurance companies and pension funds, or where the company separates the role of CEO and chairman there is no statistical effect on top pay.

The museum of Niamey and its environment

The Niamey Museum is a unique and highly original institution, entirely financed—apart from the director's salary—from local resources. The open‐air museum includes a zoo and ethnographical and botanical sections and a sorcerer's tree (arbre à griots). Permanent and temporary pavilions house exhibitions which are either specialized or provide a synthesis of a given subject. A handicrafts centre sells what it produces. There are literacy classes and a cultural activities centre.It is the work of the President of the Republic of Niger, who was the creative influence behind its foundation and sees in it an instrument of national unity and popular education; of the President of the National Assembly (a historian and traditional scholar) who has guided its development; and of the local population which has paid for the museum, visits it and keeps it lively.Some European experts do not seem to understand the museum, but for the Africans it is the ideal place in which to learn, to admire and to marvel—over 300,000 visitors a year. Some of the guides may be technically illiterate but can explain the synthesis of cultures to visitors in vernacular languages. It is the last place in which urbanized citizens can find their roots again and learn about the diversity of their country.In short, the birth of a specifically African museology, working for its own people with its own resources in an institution run by a particularly understanding and inventive director. (Editors' Note.)

Distribution and Salaries of Directors of Vital Statistics and Statisticians in State Health Departments as of August 1948

Distribution and Salaries of Directors of Vital Statistics and Statisticians in State Health Departments as of August 1948