Remuneration Policy for Permanent Academic and Support Staff
1. POLICY PARTICULARS
CONSULTATION PROCESS WITH NTEU, NEHAWU AND STAFF
DATE OF APPROVAL BY RELEVANT COMMITTEE STRUCTURE:
Remuneration Committee of Council
DATE OF APPROVAL BY COUNCIL:
COMMENCEMENT DATE:
REVISION HISTORY:
REVIEW DATE:
Every three years
POLICY LEVEL:
All academic and support staff (hereafter referred to as staff) appointed to
permanent established posts
RESPONSIBILITY :
- IMPLEMENTATION & MONITORING: HR
- REVIEW AND REVISION: Driven by HR, in consultation/negotiation with stakeholders
ORGANISATIONAL REPORTING STRUCTURE:
HR reports to Vice-Chancellor
Vice-Chancellor reports to Chair of Council
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2.
POLICY STATEMENT
2.1
POLICY DECLARATION:
The following principles shall inform this policy:
2.1.1 Remuneration is a key factor in the retention of current staff and attraction of new staff. It must
however be recognised that remuneration is only one strategy in a range of strategies to retain and
attract staff;
2.1.2 The management of remuneration must ensure fair differentiation in the remuneration of individuals,
based on principled, equitable and legal determinants of remuneration;
2.1.3 Remuneration strategies need to strive to meet the needs of staff while balancing these with the
resources, strategies and needs of the institution. The remuneration policy and practices must support
the vision, mission, strategies and objectives of the University;
2.1.5 Remuneration strategies must be flexible enough to allow for a changing context and altering
institutional dynamics; and
2.1.4 Good practice as regards remuneration practices, in particular for the higher education sector, must
inform the policy and practices of this institution.
2.2
POLICY OBJECTIVES:
The aim of this policy is to:
2.2.1 Ensure fair labour practices consistent with the requirements of the relevant labour legislation in
particular the Basic Conditions of Employment Act, the Labour Relations Act & the Employment Equity
Act;
2.2.2 Ensure the implementation of remuneration policy and practices that will ensure the sustainability of
the institution, from two key perspectives: firstly, the ability to attract and retain quality staff; and
secondly, in terms of financial viability;
2.2.3 In the interests of transparency, outline the institution’s remuneration policy for staff in permanent
established posts; and
2.2.4 Provide a framework for the contractual obligations provided for in the contract of employment.
This policy only applies to academic and support staff appointed into permanent established posts and fixed
term established contracts of more than three years duration1. Other policies and protocols for other
categories of staff include:
(i) Policy for the Appointment of Temporary Staff
(ii) Protocol for the determination of Sub-warden remuneration
(iii) Protocol for the determination of Hall-warden remuneration
11
This is likely to change with the new amendments to the Labour Relations Act. The HR Division is currently working with the
implications of this Act and this policy will be updated accordingly.
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2.3
DEFINITIONS:
Academic staff
Basic salary
Clustered around a percentile
Comparative ratio (compa ratio)
Defined benefit retirement
scheme
Defined contribution retirement
scheme
Designated groups
Established post/contract
Employer contributions
This includes all staff directly involved in teaching and/or research where
such activities constitute at least 50% of their role. Typical job titles
include lecturer, researcher, instrumentation scientist, teaching assistant,
professor etc.
This means the basic cash portion of the salary excluding any other
payments such as the employer contribution to medical aid and
provident/pension funds and UIF. Also HoD allowances, housing
allowances, scarcity allowances and non-pensionable allowances are
excluded.
This refers to a compa ratio of 95% to 105% around a particular
percentile. Due to the nature of remuneration data, such clustering is
regarded in remuneration practice as being “on” that percentile.
This is the ratio or percentage that is calculated when you compare
Rhodes’ remuneration against a certain percentile in the market. For
example, if for a particular job Rhodes is paying R10 000 per month and
other employers at the 50th percentile are paying R12 000 per month (for
the same job at the same grade), then the compa ratio will be
10000/12000 x 100 = 83%.
This is a pension fund where the retirement benefit is an on-going
monthly payment linked to the individual’s annual basic salary in the final
year of employment. Increases are usually afforded each year to retirees
subject to the policy of the Pension Fund.
This is a provident fund where the retirement benefit is linked to specific
contributions made. Historically, a once off payment was made at the
time of retirement but this will change from 1 March 2015 with the new
retirement funding legislation2. This is different to a pension fund which is
a defined benefit scheme which guarantees a particular retirement
benefit.
As defined in the Employment Equity Act.
This is a post or contract that is paid for by the Council of the University
from the institution’s budget. The opposite of established posts or
contracts are outside funded posts/contracts. As the name implies these
are funded from outside sources and are therefore not established
posts/contracts. Most of the institutions outside funded posts are in the
Institutes or Centres of the University and are generally a fixed term
contract.
This means all contributions paid by the employer that constitute part of
the total remuneration package for that individual e.g. contributions to
medical aid, provident/pension funds and UIF.
2
The implications of the new retirement legislation will be communicated to staff in due course by the Principal Officer of the
funds. The broader implications of this legislation for related elements of the remuneration package are being explored by the HR
Division.
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Equity premium
External equity
Grade
Internal equity
50th percentile
Living wage
Market adjustment
Post level
Reward environment
This is a premium that is paid to prospective or current staff from
under-represented designated groups, as and when required by the
institution, in order to attract and retain such staff.
This refers to the competitiveness of the remuneration paid by Rhodes
University to staff relative to what other competitors are paying their
staff. Competitors could be other Higher Education institutions,
companies in the private sector, government in the local, regional and/or
national markets.
All support staff posts are graded. For more information about how this is
done, refer to the Job Evaluation Policy. The fair and accurate grading of
jobs is important as remuneration is paid per grade.
This is the equity in remuneration amongst staff within the institution. To
have internal equity means that that similar individuals doing similar jobs
are earning a similar level of remuneration or where there is a differential
in remuneration, this is based on defensible principles.
Remuneration data in the sector indicates what the specific level of
remuneration is being paid in a particular market (e.g. HE sector, all
industries) at various percentiles. Within a particular sector, if
remuneration data is quoted as at the 50th percentile, this indicates that
50% of employers in that sector are paying more than this, and 50% of
employers in that sector are paying less than this. A range of 95% to 105%
above and below the 50th percentile is regarded as being on the 50th
percentile due to volatility in remuneration data.
According to the International Labour Organisation, this is expressed as
minimum living level (as opposed to a minimum wage) and includes what
is needed to purchase a basic basket of goods and services (food,
clothing, payments to local authorities for rent, water, electricity, fuel and
light, washing and cleaning materials, education, transport to work,
replacement of household equipment, non-work transportation and
some recreational expenses for the average sized family (2 adults, 2
children) plus contributions to pension, unemployment, medical aid.
Calculating a live wage is subjective. An acceptable methodology of
calculation and the assumptions that underlie such a calculation will need
to be agreed on with unions and management.
This refers to a specific strategy to improve minimum levels of
remuneration per grade and post level. A market adjustment is done
after conducting a remuneration survey and establishing the
competitiveness of the institution’s remuneration.
This refers to different academic posts e.g. junior lecturer, lecturer, senior
lecturer, associate professor, researcher, senior researcher,
instrumentation scientists, senior instrumentation scientist, professor,
Distinguished professor.
This is the total employer environment that is attractive to staff and the
reasons why staff are attracted to work at Rhodes and remain employed
at Rhodes. This environment is made up of tangible (e.g. remuneration,
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promotional opportunities, development opportunities, reward
strategies) as well as the intangible (e.g reputation of the institution,
culture, working environment).
Remuneration ranges
Remuneration survey
Scarcity allowance
Support staff posts
Total reward philosophy
Wage gap
This refers to the total guaranteed remuneration package paid per grade
or post level. The range refers to the bottom/minimum and
top/maximum remuneration typically paid per grade or post level.
A remuneration survey accesses remuneration data in particular sectors.
Rhodes subscribes to the remuneration company, Remchannel which is
part of PWC. Remchanel is a reputable remuneration survey company.
All public Higher Education institutions in South Africa participate in the
Remchannel survey. Remchannel engage in a number of validation
processes to ensure that the remuneration data is accurate and as recent
as possible.
This is an allowance which may be paid to an individual on the basis that
the post occupied falls within a scare skills area and there is a scarcity of
qualified people for that particular job.
This refers to all posts other than academic, research and
instrumentation scientist posts, irrespective of grade.
This recognises that remuneration is only one part of attracting and
retaining staff and that the reward environment is also important.
This refers to the wage differential between the lowest paid employee
and the highest paid employee. This is usually expressed as a ratio e.g.
lower paid employee earns R5000 per month, highest paid earns
R100 000 per month, the wage gap is a ratio of 20:1.
3.
POLICY IMPLEMENTATION
3.1
THE ACTIONS AND PROCESSES BY WHICH THE OBJECTIVES OF THE POLICY WILL BE ACHIEVED:
3.1.1 Remuneration Philosophy
(i)
External Equity
The institution aims to pay competitive and equitable remuneration within the context of a total reward
philosophy. Such a philosophy recognises the nature and culture of the institution, choices made with regards
to working at Rhodes University in a small town, and other reward strategies pursued by the institution. For
further detail on this, please refer to the Protocol for the Recognition and Reward of Academic Staff and the
Protocol for the Recognition and Reward of Support Staff.
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In pursuit of external equity within the limits of institutional affordability and in line with the institutional
strategy, the University shall aim to pay:
(a)
At the institutional level, on average, around the 50th percentile3 of the Higher Education sector;
(b)
Where necessary due to skills shortages, scarcity allowances subject to the protocols that govern this
(as per those listed in pt 3.3);
(c)
Annual and market adjustments that ensure competitiveness of remuneration.
In order to determine the institution’s level of external equity:
(d)
The University will participate in a reputable remuneration survey that allows it to compare the
remuneration of staff on a meaningful basis;
(e)
The University will on at least an annual basis use the remuneration survey data to look at
remuneration trends within the Higher Education (for academics and support staff) and National
sector (for support staff only);
(f)
The University will conduct a formal remuneration survey at least every three years, unless otherwise
required and agreed, in order to benchmark its remuneration against the Higher Education sector and
in the case of support staff posts, also the National Sector;
(g)
On an ad hoc basis or as required, the University will seek to benchmark the institutional benefits
afforded to staff e.g. medical aid, pension fund etc., against the HE sector benefits; and
(h)
Within the parameters of the confidentiality agreement signed with the remuneration benchmarking
company, the University will share such information with relevant stakeholders.
(ii)
Internal Equity
To ensure internal equity in remuneration of staff and in the determination of remuneration ranges:
(a)
Remuneration ranges shall be determined per grade level (support staff) or post level (academic staff);
(b)
Grades shall be determined as per the Job Evaluation Policy of the institution. The increase of a grade
(upgrade) of a post is linked to increased responsibilities within the job and is not a remuneration
strategy for increasing an individual’s remuneration;
(c)
There shall be no separate remuneration ranges for different disciplines of academic staff i.e., a
Professor in Computer Science will be paid on the same remuneration range as a Professor in
Anthropology; and
(d)
There shall be no separate remuneration ranges for different categories of support staff e.g., a Caterer
on a grade 8 will be paid on the same remuneration range as an Administrator on grade 8.
The actual remuneration ranges will be determined with consideration given to the following:
(e)
Differentials between academic and support staff posts and posts at different levels of seniority are of
concern to the institution;
(f)
Social issues including that of living wage issues and the wage gap;
(g)
The need to attract and retain staff; and
(h)
The need to have some flexibility when recruiting staff and that experience and qualification of an
individual may impact their entry level remuneration.
It is recognised that these considerations create intensions in terms of internal and external equity and will be
driven by institutional strategies and values.
3
This recognises that current levels of remuneration are NOT at this level.
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To drive internal equity within particular grades and their respective remuneration ranges:
(i)
At least every year, determine the remuneration differentials that exist within each post level or each
grade to identify any internal inequities and adopt strategies to minimise any differentials within
specific remuneration ranges that are not based on an acceptable remuneration principles;
(j)
Where individuals because of historical practices are receiving particular benefits and where these
benefits have been phased out, transitional arrangements will be made that seek to achieve internal
equity as quickly as possible but without a decline in the actual remuneration to the individual.
3.1.2
Components of Remuneration
The remuneration at Rhodes University shall include the following:
3.1.2.1
Cash elements of remuneration
The following are aspects of all (permanent and fixed term contract of three years and more) staff
remuneration:
(a)
Basic salary which is pensionable;
(b)
Service bonus, paid in the birthday month of the individual;
(c)
Housing allowance.
3.1.2.2.
Non-cash portion of remuneration (to which the individual also has a responsibility to
contribute)
Subject to collective agreements and contingent on the collective of staff, the following may be guaranteed
employer contributions made by Rhodes University which are the non-cash components of the individual’s
remuneration and which are not redeemable in cash:
(a)
Retirement provision;
(b)
Group Life Insurance;
(c)
Medical Aid;
(d)
Unemployment Insurance (statutory requirement).
It is a condition of service that permanent staff and staff on fixed term contracts of three years and more, are
required to belong to one of the identified retirement funds. It is also a condition of service that staff 4 must
belong to a medical aid but this may be the medical aid of a partner and therefore does not have to be one o
the employer identified funds.
3.1.2.3
Variable, conditional and/or not guaranteed
The following are aspects of individual remuneration that are not guaranteed:
(a)
Scarcity allowances;
(b)
Other allowances linked to particular posts and the assumption of particular responsibilities e.g. Deans
allowances, HoD allowances, stand-by allowances, Hall Warden allowances, responsibility allowances,
night shift allowances, food allowances, transport allowances.
(c)
Awards e.g. VC’s awards, merit awards, long service.
4
It has been agreed with NEHAWU that all new staff on grades 1 to 5 are required to belong to medical aid and any staff member
moving to a new and higher grade is required to belong to the medical aid. As such it is part of the conditions of service for these
staff. In the case of other staff on grades 1 to 5, belonging to the medical aid is optional.
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3.1.2.4
Total Guaranteed Cost
In the interest of internal equity and in terms of a particular remuneration range (linked to post level or
grade), all individuals will be paid at a total cost rate, subject to the following conditions:
(a)
The total cost shall be total cash (see 3.1.2.1) and non-cash (see 3.1.2.2) portion of remuneration;
(b)
Total cost shall not include variable, conditional and/or non-guaranteed aspects of remuneration (see
3.1.2.3);
(c)
For those individuals on defined contribution schemes i.e. provident funds, determination of
contribution rates may vary subject to the conditions of the schemes and provided that the
contribution rate does not fall below specific levels specified;
(d)
The housing allowance may be integrated into the basic salary, subject to certain conditions;
(e)
The service bonus may be integrated into basic salary, subject to certain conditions. Where there is a
service bonus, the pro-rata bonus will be paid on termination of the employment contract; and
(f)
Staff may elect to have a non-pensionable bonus in order to maximise net pay subject to certain
conditions.
3.1.3 Remuneration Strategies
(i)
Institutional Remuneration Adjustments
The following institutional adjustments of remuneration will take place as follows:
(a)
Subject to the financial viability of the institution, recommendations for adjustments should be made
in line with adhering to or pursuing the selected market percentile as outlined in the section 3.1.1 (i)
and selected positioning as outlined in section 3.1.1 (ii);
(b)
Subject to the financial viability of the institution, there shall be at least one annual adjustment of
remuneration levels in the institution in January of each year; and
(c)
As negotiated or in consultation with union representatives and subject to budgetary constraints,
adjustments will take place. Such adjustments may include:
o Across grade or post level annual adjustments for all staff (i.e. a same percentage increase or
rand value amount for all grade levels);
o Particular adjustments for some grades or post levels usually based on external equity (i.e. a
particular grade or post level gets a higher percentage increase or rand value than other grade
or post levels). This is called a market adjustment; and
(d)
Adjustments for particular individuals based on relevant factors such as internal equity or individual
factors (see point (i) below for further information).
(i)
Individual Remuneration Adjustments
Consideration of an individual’s remuneration within the relevant remuneration range for the relevant post
level or grade, may take place at a number of junctures including:
(a)
Upon appointment or promotion to a first or subsequent post in the institution;
(b)
Upon confirmation of probation to a first or subsequent post;
(c)
If the person is in a development post, at regular intervals in line with the achievement of
developmental goals;
(d)
Linked to the review of an individual’s contribution and achievements;
(e)
Based on scarcity linked to that particular job subject to the conditions listed below;
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(f)
(g)
Linked to the individual being a member of a under-represented group (called an equity premium);
and
When an individual is made an offer from another employer and the University would like to retain
that staff member, subject to point (d) and (f) above.
The following will apply in determining individual remuneration within a particular remuneration range:
(h)
Provided that points (a) to (f) above apply, the range shall be 30%;
(i)
For appointment or promotion, the individual’s remuneration will usually be positioned at no more
than 10% of the minimum of the remuneration range taking into account the individual’s experience
relative to the requirements for the post and the equity premium; and
(j)
The individual’s subsequent remuneration adjustments will be determined by the factors cited in
points (c) to (g) above, whereby the individual can earn up to a further 22.5% to reach the maximum
of the scale.
See Appendix 1 for an illustration of this.
(ii)
Scarcity Allowances
Paying a scarcity allowance may be necessary as Rhodes University’s core remuneration strategy is to pay per
grade or post level (academic staff) and not by particular discipline/area. While such a core strategy may be
suitable for the majority of posts, it can undermine the ability of the institution to attract and retain particular
kinds of staff with particular kinds of expertise necessary to support the strategy of the institution.
3.1.4 Transparency
The University acknowledges that transparency of employment practices is important in creating a sense of
fairness and equity among staff. Remuneration as a particular employment practice is complex. Particular
care needs to be taken to ensure that information regarding remuneration practices is accessible and
comprehensible.
The University will ensure disclosure on general remuneration information such as generic salary ranges per
grade and per post level, employee benefits, principles regarding individual remuneration, and remuneration
market trends.
The University will observe the regulatory and legal frameworks that govern the disclosure of remuneration.
Firstly, the disclosure of individual remuneration is not required, as per the following clause of the Labour
Relations Act (section 16, point 5 (a) to (d)) which states:
“An employer is not required to disclose information(a) that is legally privileged;
(b) that the employer cannot disclose without contravening a prohibition imposed on the employer by any
law or order or any court;
(c) that is confidential and, if disclosed, may cause substantial harm to an employee or the employer; or
(d) that is private personal information relating to an employee, unless that employee consents to the
disclosure of that information. “
Secondly, the exception to the above is the requirement of the Higher Education Act which requires the
publishing of the remuneration packages of executive management staff earning above a certain amount.
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3.1.5 Responsibilities
(i)
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
The Remuneration Committee of Council shall be responsible for:
On behalf of Council, ensuring that benchmarking remuneration surveys are being conducted by the
Human Resources Division and that these surveys are informing remuneration levels and practices in
the University;
To review and note on an annual basis the remuneration trends within the relevant sectors. If
necessary, internal or external remuneration specialists can be accessed to assist with this;
To review actual remuneration levels in the institution and trends in this regard and to alert Council to
any positive or negative trends emerging and the implications thereof;
To deal with sensitive personal aspects relating to the conditions of service, remuneration and
performance related bonuses of top and senior management including Deans and make
recommendations to Council as regards appropriate remuneration packages and conditions of service;
To approve mandates for annual institutional remuneration increases in accordance with institutional
affordability, appropriate market comparisons, and the principles of remuneration differentials between
and within grades;
To make a recommendation to Council of any remuneration related payments on retirement not stated
in the employment contract for top and senior management including the Deans as well as
recommendations for remuneration payouts (stated in contracts, which may include leave payouts) of
this level of management;
To provide advice and guidance on remuneration practices and policies for the University and to
recommend to Council for approval remuneration practices and policies that the University should be
pursuing. These policies should contain all the elements required to empirically guide the work of the
committee in terms of good remuneration governance and management and should serve to guide
remuneration practices during the normal course of operations;
To ensure good governance as regards remuneration practices;
To recommend to Council an appropriate policy on the disclosure of remuneration levels to the Council,
staff and general public inclusive of any regulatory requirement for the reporting of remuneration levels
and or categories; and
To provide an annual report to Council on its deliberations.
(ii)
Management
The management shall be responsible for the fair and consistent application of this policy and to bring staff
concerns to the attention of the Director: Human Resources. It is expected that management:
(a)
Understand the remuneration policies and practices of the institution and attend the relevant training
in this regard;
(b)
Engage in processes and processes in support of the remuneration policy and related strategies,
systems and processes;
(c)
Mediate staff concerns related to remuneration; and
(d)
Encourage staff to discuss remuneration concerns with the relevant staff in the HR Division in a
constructive manner.
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(iii)
Individual staff members
The individual staff member shall be responsible for:
(a)
Participating in presentations/seminars where he remuneration policies and practices of the
institution are discussed;
(b)
Not supporting historical remuneration practices that have resulted in some staff being advantaged
above others and supporting the institutional strategies to address these;
(c)
Raising concerns related to individual remuneration in a fair and constructive manner; and
(d)
Bringing to the attention of HR any under-payment or overpayment in line with the protocol
governing such situations.
(iii)
Human Resources Division
The Human Resources Division shall be responsible for:
(a)
Ensuring the provision of quality information on which to make informed decisions;
(b)
Negotiating with the union/s as regards this policy and communication of its implementation;
(c)
Fair and consistent application of this policy and the related Job Evaluation Policy;
(d)
Developing of appropriate strategies and practices consistent with the principles and ethos of this
policy;
(e)
Providing training to management and staff on this policy and related practices; and
(f)
Reviewing of this policy.
(iv)
Unions
The unions shall be responsible for:
(a)
Promoting external and internal equity;
(b)
Not supporting historical inequities;
(c)
Raising concerns related to collective or individual remuneration in a fair and constructive manner;
and
(d)
Participating productively in negotiations and/or consultations related to remuneration policy,
practices and adjustments.
3.2
REVIEW PROCEDURE:
Unless required more urgently, a review of this policy shall happen every three years, initiated by the
HR Division. This review shall involve consultation and/or negotiation with various stakeholders.
3.3
RELATED DOCUMENTATION
Related documents that operationalise remuneration arrangements include:
(i)
Protocol for the payment of Support Staff Scarcity Allowances
(ii)
Protocol for the payment of Academic Staff Scarcity Allowances
(iii)
Conditions of service for Deans in the Faculties of Commerce, Humanities and Science (this
contains remuneration arrangements)
(iv)
Conditions of service for Deans in the Faculties of Education, Law and Pharmacy
(v)
Conditions of service for the Deputy Deans of Faculties
(vi)
Guidelines for the determination of HoD Allowances
(vii) Protocol for the determination of Responsibility Allowances
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(viii)
(ix)
(x)
(xi)
(xii)
(xiii)
(xiv)
Protocol for the relationship between the historical dispensation of long leave and
remuneration
Protocol for merit awards for academic staff
Policy for merit awards for support staff
Protocol for the payment of professional registration fees
Protocol for the payment of VC and Alty Awards
Protocol for payment of long service awards
Protocol for payment of transport allowances
Documentation that is in development:
(xv)
Protocol for the recognition and reward of academic and academic related staff
(xvi) Protocol for the recognition and reward of support staff
3.4 TRANSITIONAL ARRANGEMENTS
Once this policy is approved, the following steps must take place:
(i) Transitional arrangements will need to be put in place in order to move from the old remunerative
practices to the new remuneration policy;
(ii) HR will negotiate with senior management and the Unions the principles that will drive decisionmaking as well as the time frame between the 2 dispensations. A detailed plan will need to be drawn
up; and
(iii) HR will be responsible for monitoring adherence to the plan.
Last updated: May 2014
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Appendix 1:
Determination of remuneration ranges
REMUNERATION RANGE TOTAL COST
50th percentile at Minimum of range
Maximum of range
Grade
total cost p.a.
(80% of 50th) p.a
(110% of 50th) p.a. Mid-point p.a.
1
R94,737
R75,789
R104,211
R90,000
6
R176,471
R141,176
R194,118
R167,647
10
R306,250
R245,000
R336,875
R290,938
14
R512,821
R410,256
R564,103
R487,179
Lecturer
R470,588
R376,471
R517,647
R447,059
Professor
R837,500
R670,000
R921,250
R795,625
Note: The numbers for the 50th percentile are not real numbers, they are simply illustrations.
Individual determination of remuneration
TOTAL COST
(a) Minimum of
(b) Maximum offered
range, minimum
on appointment or
offered on
promotion (10% on
appointment or
minimum) excluding
promotion (80% of scarcity and equity
(c) b as % of 50th
Grade
50th)
premium
percentile
1
R75,789
R83,368
88.0%
6
R141,176
R155,294
88.0%
10
R245,000
R269,500
88.0%
14
R410,256
R451,282
88.0%
Lecturer
R376,471
R414,118
88.0%
Professor
R670,000
R737,000
88.0%
(d) Movement with
salary review e.g.
10% = (b) + 10%.
(e) d as % of
Assumes that 50th 50th
does not shift
percentile
R91,705
96.8%
R170,824
96.8%
R296,450
96.8%
R496,410
96.8%
R455,529
96.8%
R810,700
96.8%
Note: Ordinarily, the 50th percentile would shift annually as employers apply annual adjustments to remuneration levels.
For this exercise, the 50th is kept consistent to show the necessary movement.
DRAFT
Rhodes University Remuneration Policy for Academic and Support Staff in Permanent Posts
13