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Human Resources Management - Benefits & Compensation


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12 November 2007

(Top) Pay for (Best) Performance In a sluggish economy, compensation system gets a new focus by rewarding star performers more than the rest of the pack  
3-P Compensation: Pay for Performance In this article we look at how an organization develops a motivating and rewarding incentive plan.  
An executive perspective on employee benefits Executives say employee benefits help companies compete but have an incomplete understanding of benefits and how they perform. Results of a McKinsey Survey. pdf-file. 2006. Article starts at page 12  
An Overview of Recent Trends in Incentive Pay Programs This article examines recent trends and developments in an increasingly popular HR practice--incentive pay programs. Pdf-file  
Analyzing Compensation Data Guide describes three approaches that Federal contractors may use to analyze their compensation systems; analyses may be useful in determining if there are patterns of discrimination in the workforce; focus is on analyses of salaries or wages, procedures  can be used to analyze other forms of compensation as well.  TOP
Are Higher Pay Increases Necessarily Better? This study investigated the relationship between pay increase percentages and pay satisfaction among 118 MBA students and found that pay satisfaction had the largest increase between three percent and seven percent and appeared to level off between seven percent and eleven percent, suggesting that there may be a point at which high pay increases may not necessarily lead to more satisfaction. In addition, it was found that pay increases between six and eight percent are the minimum amounts needed for pay increase satisfaction. Finally, we suggest that employees may not need as high of a pay increase to experience satisfaction with their pay increase when providing those employees with a signal, such as an average pay increase. pdf  
Best Practice Guidance to Managing Compensation Prior to an IPO IPOs have been with us for a long time. There is nothing really new about the process, be it in the United States, the United Kingdom, or elsewhere. What is changing, in general, is the attention organizations give to corporate governance issues. In particular, organizations focus on how to handle executive compensation issues during the IPO process so that they are better prepared to deal with the public scrutiny post-IPO. The period leading to the IPO provides a unique opportunity for an organization to review its compensation programs and to make dramatic changes, if needed, without all the public scrutiny. It is an opportunity that will not occur again. pdf  
Building a Better 401(k) 401(k) plan sponsors are taking steps to make their plans more attractive to employees in 2003. January 2003  
Compensation Planning: The Key to Profitability This book can help brokers create effective individual company compensation plans by giving them a better understanding of how changes to existing compensation schedules affect the company finances as a whole. Pdf-file 3.6 MB  
Compensation Plans An overview, article provided by Salary Source  
Explaining Executive Compensation Managerial Power vs. the Perceived Cost of Stock Options. Working Paper. Pdf-file  
Glossary Of Employee Benefit Terms  
Is Pay-for-Performance Detrimental to Innovation? Previous research has argued that compensation plans based on the pay-for-performance principle are effective in inducing higher levels of effort and in avoiding diversion of funds by managers. How should managerial compensation be structured if the goal is to induce managers to pursue more innovative business strategies? In a controlled laboratory setting, we provide evidence that the combination of tolerance for early failure and reward for long-term success is successful in motivating innovation. Subjects under such an incentive scheme explore more and are more likely to discover a novel business strategy than subjects under fixed-wage and standard pay-for-performance incentive schemes. We also find evidence that the threat of termination can undermine incentives for innovation, while golden parachutes can alleviate these innovation-reducing effects. pdf 2011 new
Is Your Long-Term Incentive Plan Really Performance-Based? Long-term incentive plans (LTIPs) typically provide the largest component of senior executives’ compensation, most often through one or more of three equity-based types: stock options, restricted stock, and what are often called performance shares. This article focuses on performance shares, an increasingly common form of performance-based LTIPs, and their importance as a major component of executive pay. We believe that performance shares establish the strongest link in tying compensation to performance. The article also presents data on the increasing prevalence of these types of plans. pdf  
Labor Statistics Extensive compilation of statistics and data  
Misc. Issues Overview on some compensation- and benefits-related issues: pay equity, variable pay systems, stock plans, retirement plans, health and welfare plans, paid time off, government mandated benefits  
Offer a Choice of Compensation Plans to Gain a Competitive Advantage pdf-file 2003  
Organizational Pay Mix The Implications of Various Theoretical Perspectives for the Conceptualization and Measurement of Individual Pay Components. Pdf-file  
Organization-wide Broad-based Incentives: Rational Theory and Evidence Despite the widespread use of incentive pay, there is limited evidence about what factors influence its organization-wide, broad-based application. Pdf-file  
Paying for Performance: An Overlooked Opportunity   Sales force deployment and compensation are among the most powerful means a company has to improve growth, market share, and profitability. Yet few companies take the time to align their payout systems with current strategy. The author explains how to design a successful compensation plan that is precise, fair, and simple. pdf-file  
Performance based Pay The Value of Performance-Based Pay in the War for Talent, pdf-download version  
Performance Standards in Incentive Contracts Research in incentives has focused on performance measures and pay-performance sensitivities but has largely ignored the “performance standard,” which generates important incentives whenever plan participants can influence the standard-setting process. Working paper. pdf-file  
Promise and Peril in Implementing Pay for Performance: A Report on Thirteen Natural Experiments Despite the popularity of pay for performance programs, very little research has examined the dynamics and dilemmas associated with implementing these programs. We studied the implementation of thirteen experiments in pay for performance that were initiated by local management in a high-commitment company (Hewlett Packard). We examined Hewlett Packard documents and interviewed managers to understand their experience with implementing these programs. Managers reported a relatively unfavorable cost-benefit assessment of programs and difficulty in designing and maintaining them, especially in a fast changing business environment. Managers at each site eventually concluded that they could attain greater performance  benefits through alternative managerial tools like effective leadership, clear objectives, coaching or training, and therefore discontinued their pay for performance programs. Finally, we discuss implications for management and for future research. pdf  
Team Based Incentives - Do They Work? Includes 5-step example of how to create a compensation plan.  
Time To Redo Your Benefits? Know the key factors that should trigger a re-evaluation of your benefits package.   
Voluntary Employees Beneficiary Association Benefits of Forming a Voluntary Employees Beneficiary Association. September 2003  
When Stock Options Fail to Motivate Attribution and Context Effects on Stock Price Expectancy. Pdf-file  



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