Value Is the Goal
- Health and safety. // People Management;10/19/95, Vol. 1 Issue 21, p15
Presents news and information on safety and health aspect of employees in business industries of Great Britain. Compensation on repetitive strain injury victims; Government measure on stopping bureaucracy in statutory sickness and maternity pay.
- Wage hikes holding in 4% range next year. Bertagnoli, Lisa // Crain's Chicago Business;12/11/2000, Vol. 23 Issue 51, pSB12
Reports that wage increases for union, non-union, hourly and yearly employees in Chicago, Illinois are expected to hover around 4% in 2001. Impact of low unemployment rates on projected wage increases in 2001; Need for small businesses to be more creative with compensation; Reasons behind the...
- The use of variable pay is increasing worldwide. // Corporate Board;Mar/Apr99, Vol. 20 Issue 115, p27
Highlights the findings of a study conducted by Towers Perrin showing a worldwide increase in companies that are expanding their use of variable pay programs. Strategic objective of the move to attract and retain key employees; Companies' revision of their traditional pay systems; Detection of...
- Labor shortage creates pay disparities. Olson, Scott // Indianapolis Business Journal;04/03/2000, Vol. 21 Issue 3, p19
Focuses on human resources experts' problems with pay disparities. Conflict over starting salaries for new employees; Need for employees to get more creative with their benefits packages; Susceptibility of small and midsize companies to the problem.
- Personnel audit. Higgins, H. Ngo // National Public Accountant;July97, Vol. 42 Issue 5, p25
Identifies employment-related problems which contributes to errors in accounting for employees compensation in the United States. Classification of part-time employees as independent contractors; Increase in the number of independent contractors; Verification of employee wages by the auditor;...
- Five reasons why pay must be based on performance. Parnell, John A. // Supervision;Feb91, Vol. 52 Issue 2, p6
Provides information on performance-based pay, a method used wherein workers are paid a flat amount for each task performed. Reasons why organizations refuse to pay top performers with top pay; General conclusions made about performance-based pay; Implication of the performance-based pay.
- HR salary survey. Avery // Training & Development;Nov99, Vol. 53 Issue 11, p57
Reveals results of the 1999 SHRM/Mercer Human Resources Management Compensation Survey in the United States. Correlation between salaries and incentives; Shift of additional compensation spending to variable pay programs; Compensation package as part of an organization's attraction and...
- COMPENSATION SYSTEMS: A RISK-RETURN BASED CONCEPTUALIZATION. Rabin, Bonnie R. // Human Resource Management Review;Spring94, Vol. 4 Issue 1, p75
Discusses a risk return based conceptualization of compensation systems which complements compensation theory and practice. Use of financial theory; Interrelationships among pay sub-constructs; Examples of how a risk return conceptualization can be utilized in both compensation research and...
- Compensation Cost Trends in Private Industry and State and Local Governments. Schwenk, Albert E. // Compensation & Working Conditions;Fall99, Vol. 4 Issue 3, p13
Discusses about the difference between pay changes in the private industry and State and local governments in the United States. Measures in the Employment Cost Index; Differences in occupation and industry employment distributions; Evidence of compensation costs.
- Real average weekly earnings fall in July. // Compensation & Working Conditions;Aug2002, pN.PAG
Reports on the decline in real average weekly earnings of workers in the U.S. in July 2002. Composition of change in real average weekly earnings of production or non-supervisory workers on private nonfarm payrolls; Factor which partially offset the decline in real average weekly earning.