Calculation Methodology of the Hourly Rates on the Example of a Specialist Engineering Company

• Autorzy: Joanna Bohatkiewicz-Czaicka
• Języki publikacji: EN

Abstrakty

EN

Purpose: The purpose of the article was to present the methodology of determining hourly rates of employees in knowledge-intensive business services (KIBS) as an element of organisational resilience and building competitive advantage. Design/methodology/approach: The proposal of the methodology was developed on the basis of a case study of a specialised engineering company in the construction industry. Findings: A methodology proposal for calculating the hourly rates in a service company was developed and presented. Ultimately, it leads to the determination of the hourly rates including indirect costs and overheads, as well as the cost of direct wages, taking into account the effective working time. Practical implications: Since service companies are based on the intellectual capital, the parameter that determines the potential to acquire work from the market are the hourly rates of its employees consisting of the markups for total costs including labor efficiency. The proper determination of the hourly rates influences the generation of net sales revenue, followed by trade receivables and positive net cash flow. The ability to calculate the hourly rates supports also the process of cost optimisation, which can improve profitability. Cost reduction supports company's competitive advantage in acquiring work, which again can generate an increase in net sales revenue. There is a kind of feedback loop resulting from the methodical calculation of the hourly rates and conscious management of the variables that affect it. At the same time, this improves the organisational resilience in overcoming financial difficulties primarily in the long term, which was also observed in the example of the analysed company. Originality/value: Despite the growing role of service companies in the economy, there are no known methodologies or guidelines for calculating the hourly rate in service companies, especially knowledge-intensive business services. The literature focuses on calculating the unit cost of production or the calculation of coverage margins primarily for manufacturing companies. Moreover, these methods are based on far-reaching simplifications such as the assumption of a standardised single-assortment production. The proposal of this methodology therefore fills a research gap in the field of determining the hourly rates in service companies, especially knowledge-intensive ones.(original abstract)

Słowa kluczowe

EN

Financial controlling; Personal controlling; Knowledge Intensive Business Services (KIBS); Wages; Remuneration

PL

Controlling finansowy; Controlling personalny; Wiedzochłonne usługi biznesowe; Płace; Wynagrodzenia

• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2022
• Numer: z. 164 Zarządzanie zasobami ludzkimi: perspektywy, wdrażanie i wyzwania = Human Resource Management : Perspectives, Implementation and Challenges
• Strony: 23--35

Twórcy

autor

Joanna Bohatkiewicz-Czaicka

• Jagiellonian University

Bibliografia

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Identyfikatory

DOI

10.29119/1641-3466.2022.164.2