2005年-世界发展银行全球_Trends_in_Recent_World_Bank_Support_for_Severance_Pay_4页_280kb

报告摘要

Summary of Trends in Recent World Bank Support for Severance Pay

Core Content

The World Bank's support for severance pay to retrenched public employees has evolved over time, reflecting internal policy debates and changing country needs. This summary outlines the trends in severance funding through investment projects approved between fiscal years 2000 and 2004, highlighting key features and developments.

Main Views and Key Information

The Bank's Evolving Views on Severance Payments

Policy Development: The World Bank has debated whether severance pay qualifies as an "investment for productive purposes." Initially, severance costs were funded indirectly through adjustment lending.
Operational Memoranda:
- In 1996, the Bank allowed investment lending to directly fund severance for public enterprise employees.
- In 2002, the scope was expanded to include other categories of public employment, such as ministries and subnational governments.
Project Focus: Retrenchment remains a central part of public sector reform, with most severance support still directed toward public enterprise employees.

Severance Features of Recent Operations

Project Rollout: Severance funding projects were uneven in approval, with a notable slowdown in 2002 and 2003. This resumed in 2004 with 10 investment projects involving severance.
Share of Investment Lending: Severance components accounted for 0.9% in 2000, rising to 4.2% in 2004.
Funding Coverage: In nearly a quarter of projects, the Bank did not fully fund severance, with governments or other international organizations covering the rest.
Regional Differences: Severance payments varied significantly by region, with Sub-Saharan Africa having the highest average (39 times per capita GNI) and Europe and Central Asia the lowest (2.7 times per capita GNI).
Retroactive Financing: 31% of projects allowed retroactive severance financing.

Design Features of Severance Payments

Entitlements and Negotiations: Severance amounts were typically based on statutory laws or negotiated with employee representatives.
Employee Numbers: Projects involved retrenching from 100 to 48,000 employees, with nearly a third involving large-scale downsizing (10,000+).
Payment Amounts: Total severance payments ranged from $1.5 million to $322 million, with per employee payments from $1,600 to $25,000. The average increased from $3,500 in 2000 to $15,000 in 2004.
Downsizing Methods: Redundancy was more common than voluntary retirement. However, voluntary retirement packages were slightly smaller on average.
Training and Assistance: These were common but not universal components, with a median share of 8% of severance costs. Two projects in 2004 claimed that generous severance obviated the need for additional support.
Economic Analysis: Most projects conducted economic analyses, considering factors like wage savings, productivity, and future employment prospects. The average economic rate of return ranged from 9–25%, with a median of 15%. The likelihood of retrenched employees finding formal employment ranged from 2.5% to 70%.

Conclusion

The World Bank's approach to severance pay has adapted to address both the financial and social dimensions of retrenchment. While the Bank has broadened its support to include a wider range of public employment, the majority of funding still goes to public enterprises. The design of severance packages reflects a mix of statutory and negotiated amounts, with significant regional variation. Training and assistance components are generally small, and further research is needed to assess the long-term impact of these policies on employment and poverty reduction.