b) to observe what results derive from their tasks and for whom they should be produced. This is, in short, the typical orientation to processes or results. In the second dimension, in which we will consider the variable development of persons, we will establish a distinction between: a) rules of the game that aim at ensuring availability and replacement of personnel whenever necessary, with little attention to how is it obtained, how is it placed in a career structure or through what procedures is it evaluated or promoted; and b) rules of the game that are oriented to improving the available personnel, applying procedures in which cursus honorum constitutes the dominant criterion of the career. In the third dimension, in which the variable considered is orientation of the retribution, two situations can be distinguished: a) structures and concepts of composition of salaries that preferably tend to compensate personal characteristic of the employee; and b) salary curves and concepts of composition oriented mainly to compensation of responsibilities of the job position and the level of performance of the holder. Although we have not yet submitted this tri-dimensional proto-model to a consistency test, we anticipate that the eight minor cubes that form part of the cube resulting from crossing variables and the options, could have to be cut down in number because in a logical contrast with empirical situations, there could be some unresolved contradictions.
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