Compensation:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY
McGraw-Hill/Irwin
2011
|
| Ausgabe: | 10. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 689 S. Ill., graph. Darst. |
| ISBN: | 9780073530499 0073530492 |
Internformat
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| 100 | 1 | |a Milkovich, George T. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Compensation |c George T. Milkovich ; Jerry M. Newman ; Barry Gerhart |
| 250 | |a 10. ed. | ||
| 264 | 1 | |a New York, NY |b McGraw-Hill/Irwin |c 2011 | |
| 300 | |a XVIII, 689 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | IMAGE 1
COMPENSATION
MCGRAW-HILL IRWIN
TENTH EDITION
GEORGE T. MILKOVICH CORNELL UNIVERSITY
JERRY M. NEWMAN
STATE UNIVERSITY OF NEW YORK- BUFFALO
BARRY GERHART
UNIVERSITY OF WISCONSIN-MADISON
IMAGE 2
TABLE OF CONTENTS
PREFACE XIII PART ONE INTRODUCING THE PAY MODEL AND PAY STRATEGY
CHAPTER 1 THE PAY MODEL 2
COMPENSATION: DOES IT MATTER? (OR, SO WHAT? ) 3 COMPENSATION:
DEFINITION, PLEASE 4 SOCIETY 4 STOCKHOLDERS 6
MANAGERS 7 EMPLOYEES 8 GLOBAL VIEWS - VIVE LA DIFFERENCE 10 FORMS OF PAY
10
CASH COMPENSATION: BASE 11 CASH COMPENSATION: MERIT PAYLCOST-OF-LIVING
ADJUSTMENTS 12 CASH COMPENSATION: INCENTIVES 12
LONG-TERM INCENTIVES 13 BENEFITS: INCOME PROTECTION 13 BENEFITS:
WORK/LIFE BALANCE 13 BENEFITS: ALLOWANCES 14
TOTAL EARNINGS OPPORTUNITIES: PRESENT VALUE OF A STREAM OF EARNINGS 14
RELATIONAL RETURNS FROM WORK 14 A PAY MODEL 15
COMPENSATION OBJECTIVES 15 FOUR POLICY CHOICES 19 PAY TECHNIQUES 21 BOOK
PLAN 22
CAVEAT EMPTOR -BE AN INFORMED CONSUMER 22 1. IS THE RESEARCH USEFUL? 23
2. DOES THE STUDY SEPARATE CORRELATION FROM CAUSATION? 23 3. ARE THERE
ALTERNATIVE EXPLANATIONS? 24 YOUR TURN: CIRCUIT CITY 24
CHAPTER 2
STRATEGY: THE TOTALITY OF DECISIONS 33
SIMILARITIES AND DIFFERENCES IN STRATEGIES 33 DIFFERENT STRATEGIES
WITHIN THE SAME INDUSTRY 35 DIFFERENT STRATEGIES WITHIN THE SAME COMPANY
36
STRATEGIC CHOICES 36 SUPPORT BUSINESS STRATEGY 38 SUPPORT HR STRATEGY 40
THE PAY MODEL GUIDES STRATEGIC PAY DECISIONS 41
* STATED VERSUS UNSTATED STRATEGIES 42 DEVELOPING A TOTAL COMPENSATION
STRATEGY: FOUR STEPS 43 STEP 1: ASSESS TOTAL COMPENSATION
IMPLICATIONS 44 HR STRATEGY: PAY AS A SUPPORTING PLAYER OR CATALYST FOR
CHANGE? 44 STEP 2: MAP A TOTAL COMPENSATION STRATEGY 47
STEPS 3 AND 4: IMPLEMENT AND REASSESS 50 SOURCE OF COMPETITIVE
ADVANTAGE: THREE TESTS 50 ALIGN 50
DIFFERENTIATE 50 ADD VALUE 51 BEST PRACTICES VERSUS BEST FIT ? 53
GUIDANCE FROM THE EVIDENCE 53 VIRTUOUS AND VICIOUS CIRCLES 54
YOUR TURN: MERRILL LYNCH 55 STILL YOUR TURN: MAPPING COMPENSATION
STRATEGIES 57
PART TWO
INTERNAL ALIGNMENT: DETERMINING THE STRUCTURE
CHAPTER 3 DEFINING INTERNAL ALIGNMENT 68
COMPENSATION STRATEGY: INTERNAL ALIGNMENT SUPPORTS ORGANIZATION STRATEGY
69 69
IMAGE 3
IV TABLE OF CONTENTS
SUPPORTS WORK FLOW 70 MOTIVATES BEHAVIOR 71 STRUCTURES VARY AMONG
ORGANIZATIONS 71 NUMBER OF LEVELS 72
DIFFERENTIALS 72 CRITERIA: CONTENT AND VALUE 72 WHAT SHAPES INTERNAL
STRUCTURES? 75 ECONOMIC PRESSURES 75
GOVERNMENT POLICIES, LAWS, AND REGULATIONS 76 EXTERNAL STAKEHOLDERS 76
CULTURES AND CUSTOMS 77
ORGANIZATION STRATEGY 78 ORGANIZATION HUMAN CAPITAL 78 ORGANIZATION WORK
DESIGN 78 OVERALL HR POLICIES 78 INTERNAL LABOR MARKETS: COMBINING
EXTERNAL AND
ORGANIZATION FACTORS 79 EMPLOYEE ACCEPTANCE: A KEY FACTOR 80 PAY
STRUCTURES CHANGE 80 STRATEGIC CHOICES IN DESIGNING INTERNAL STRUCTURES
81
TAILORED VERSUS LOOSELY COUPLED 81 HIERARCHICAL VERSUS EGALITARIAN 81
GUIDANCE FROM THE EVIDENCE 83 EQUITY THEORY: FAIRNESS 83
TOURNAMENT THEORY: MOTIVATION AND PERFORMANCE 84 INSTITUTIONAL MODEL:
COPY OTHERS 85 (MORE) GUIDANCE FROM THE EVIDENCE 85 CONSEQUENCES OF
STRUCTURES 86
EFFICIENCY 87 FAIRNESS 87 COMPLIANCE 87 YOUR TURN: SO YOU WANT TO LEAD
AN ORCHESTRA! 8
CHAPTER 4
JOB ANALYSIS 94 STRUCTURES BASED ON JOBS, PEOPLE, OR BOTH 95 JOB-BASED
APPROACH: MOST COMMON 97 WHY PERFORM JOB ANALYSIS ? 97 JOB ANALYSIS
PROCEDURES 98 WHAT INFORMATION SHOULD BE COLLECTED? 99
JOB DATA: IDENTIFICATION 99 JOB DATA: CONTENT 99
EMPLOYEE DATA 101 ESSENTIAL ELEMENTS AND THE AMERICANS WITH
DISABILITIES ACT 104 LEVEL OF ANALYSIS 105 HOW CAN THE INFORMATION BE
COLLECTED? .106
CONVENTIONAL METHODS 106 QUANTITATIVE METHODS 106 WHO COLLECTS THE
INFORMATION? 108 WHO PROVIDES THE INFORMATION? 108 WHAT ABOUT
DISCREPANCIES? 109 JOB DESCRIPTIONS SUMMARIZE THE DATA 110
USING GENERIC JOB DESCRIPTIONS 110 DESCRIBING MANAGERIAL!PROFESSIONAL
JOBS 110 VERIFY THE DESCRIPTION 111 JOB ANALYSIS: BEDROCK OR
BUREAUCRACY? 113
JOB ANALYSIS AND GLOBALIZATION 114 JOB ANALYSIS AND SUSCEPTIBILITY TO
OFF SHORING 114 JOB ANALYSIS INFORMATION AND COMPARABILITY ACROSS
BORDERS 116 JUDGING JOB ANALYSIS 116
RELIABILITY 116 VALIDITY 117 ACCEPTABILITY 117 CURRENCY 117
USEFULNESS 118 A JUDGMENT CALL 118 YOUR TURN: THE CUSTOMER-SERVICE AGENT
119
CHAPTER 5
JOB-BASED STRUCTURES AND JOB EVALUATION 128 JOB-BASED STRUCTURES: JOB
EVALUATION 129 DEFINING JOB EVALUATION: CONTENT, VALUE, AND
EXTERNAL MARKET LINKS 130 CONTENT AND VALUE 130 LINKING CONTENT WITH THE
EXTERNAL MARKET 130 MEASURE FOR MEASURE VERSUS MUCH ADO ABOUT
NOTHING 131 HOW-TO : MAJOR DECISIONS 131
ESTABLISH THE PURPOSE 132 SINGLE VERSUS MULTIPLE PLANS 132 CHOOSE AMONG
JOB EVALUATION
METHODS 134
IMAGE 4
TABLE OF CONTENTS V
JOB EVALUATION METHODS 135 RANKING 135 CLASSIFICATION 136 POINT METHOD
139
WHO SHOULD BE INVOLVED? .149 THE DESIGN PROCESS MATTERS 150 THE FINAL
RESULT: STRUCTURE 151 BALANCING CHAOS AND CONTROL 152
YOUR TURN: JOB EVALUATION AT WHOLE FOODS 153
CHAPTER 6
PERSON-BASED STRUCTURES 161 PERSON-BASED STRUCTURES: SKILL PLANS 162
TYPES OF SKILL PLANS 162 PURPOSE OF THE SKILL-BASED STRUCTURE 165
HOW-TO : SKILL ANALYSIS 166 WHAT INFORMATION TO COLLECT? 166 WHOM TO
INVOLVE? 167 ESTABLISH CERTIFICATION METHODS 167
OUTCOMES OF SKILL-BASED PAY PLANS: GUIDANCE FROM RESEARCH AND EXPERIENCE
169 PERSON-BASED STRUCTURES: COMPETENCIES 170 DEFINING COMPETENCIES 171
PURPOSE OF THE COMPETENCY-BASED STRUCTURE 174 HOW-TO : COMPETENCY
ANALYSIS 175 OBJECTIVE 175
WHAT INFORMATION TO COLLECT? 176 WHOM TO INVOLVE? /176 ESTABLISH
CERTIFICATION METHODS 180 RESULTING STRUCTURE 180 COMPETENCIES AND
EMPLOYEE SELECTION AND TRAINING/DEVELOPMENT 180 GUIDANCE FROM THE
RESEARCH ON COMPETENCIES 182 ONE MORE TIME: INTERNAL ALIGNMENT REFLECTED
IN STRUCTURES 182 ADMINISTERING THE PLAN 183 EVIDENCE OF USEFULNESS OF
RESULTS 183
RELIABILITY OF JOB EVALUATION TECHNIQUES 183 VALIDITY 183 ACCEPTABILITY
184 BIAS IN INTERNAL STRUCTURES 184
WAGES CRITERIA BIAS 185
THE PERFECT STRUCTURE 186 YOUR TURN: CLIMB THE LEGAL LADDER 187
PART THREE
EXTERNAL COMPETITIVENESS: DETERMINING THE PAY LEVEL
CHAPTER 7 DEFINING COMPETITIVENESS 198 COMPENSATION STRATEGY: EXTERNAL
COMPETITIVENESS 199
CONTROL COSTS AND INCREASE REVENUES 199 ATTRACT AND RETAIN THE RIGHT
EMPLOYEES 202 WHAT SHAPES EXTERNAL COMPETITIVENESS? 205 LABOR MARKET
FACTORS 205
HOW LABOR MARKETS WORK 206 LABOR DEMAND 207 MARGINAL PRODUCT 207
MARGINAL REVENUE 207 LABOR SUPPLY 209 MODIFICATIONS TO THE DEMAND SIDE
209
COMPENSATING DIFFERENTIALS 209 EFFICIENCY WAGE 210 SIGNALING 211
MODIFICATIONS TO THE SUPPLY SIDE (ONLY TWO MORE THEORIES TO GO) 212
RESERVATION WAGE 213 HUMAN CAPITAL 213 PRODUCT MARKET FACTORS AND
ABILITY TO PAY 213
PRODUCT DEMAND 214 DEGREE OF COMPETITION 214 A DIFFERENT VIEW: WHAT
MANAGERS SAY 214 SEGMENTED SUPPLIES OF LABOR AND (DIFFERENT)
GOING RATES 215 ORGANIZATION FACTORS 216 INDUSTRY AND TECHNOLOGY 216
EMPLOYER SIZE 216
PEOPLE S PREFERENCES 217 ORGANIZATION STRATEGY 217 RELEVANT MARKETS 218
DEFINING THE RELEVANT MARKET 218
GLOBALIZATION OF RELEVANT LABOR MARKETS: OFFSHORING AND OUTSOURCING 219
IMAGE 5
VI TABLE OF CONTENTS
COMPETITIVE PAY POLICY ALTERNATIVES 220 WHAT DIFFERENCE DOES THE
PAY-LEVEL POLICY MAKE? 221 PAY WITH COMPETITION (MATCH) 221
LEAD PAY-LEVEL POLICY 222 LAG PAY-LEVEL POLICY 223 DIFFERENT POLICIES
FOR DIFFERENT EMPLOYEE GROUPS 223
NOT BY PAY LEVEL ALONE: PAY MIX STRATEGIES 223 CONSEQUENCES OF PAY-LEVEL
AND -MIX DECISIONS: GUIDANCE FROM THE RESEARCH 227 EFFICIENCY 227
FAIRNESS 228 COMPLIANCE 228 YOUR TURN: SLED DOG SOFTWARE 229 STILL YOUR
TURN: FIT THE PAY-MIX POLICY TO THE
COMPENSATION STRATEGY 229
CHAPTER 8 DESIGNING PAY LEVELS, MIX, AND PAY STRUCTURES 238 MAJOR
DECISIONS 239
SPECIFY COMPETITIVE PAY POLICY 239 THE PURPOSE OF A SURVEY 240 ADJUST
PAY LEVEL - HOW MUCH TO PAY? 240 ADJUST PAY MIX-WHAT FORMS ? 240
ADJUST PAY STRUCTURE? 240 STUDY SPECIAL SITUATIONS 241 ESTIMATE
COMPETITORS LABOR COSTS 241 SELECT RELEVANT MARKET COMPETITORS 241
FUZZY MARKETS 245 DESIGN THE SURVEY 245 WHO SHOULD BE INVOLVED? 246 HOW
MANY EMPLOYERS? 246
WHICH JOBS TO INCLUDE? 248 WHAT INFORMATION TO COLLECT? 250 INTERPRET
SURVEY RESULTS AND CONSTRUCT A MARKET LINE 253
VERIFY DATA 253 STATISTICAL ANALYSIS 258 UPDATE THE SURVEY DATA 259
CONSTRUCT A MARKET PAY LINE 261 SETTING PAY FOR NON-BENCHMARK JOBS 263
COMBINE INTERNAL STRUCTURE AND EXTERNAL MARKET RATES 265
FROM POLICY TO PRACTICE: THE PAY-POLICY LINE 266 CHOICE OF MEASURE 266
UPDATING 266
POLICY LINE AS PERCENT OF MARKET LINE 266 FROM POLICY TO PRACTICE:
GRADES AND RANGES 266 WHY BOTHER WITH GRADES AND RANGES? 266
DEVELOP GRADES 267 ESTABLISH RANGE MIDPOINTS, MINIMUMS, AND MAXIMUMS 268
OVERLAP 268 FROM POLICY TO PRACTICE: BROAD BANDING 269
FLEXIBILITY-CONTROL 271 BALANCING INTERNAL AND EXTERNAL PRESSURES:
ADJUSTING THE PAY STRUCTURE 272 RECONCILING DIFFERENCES 272
MARKET PRICING 273 BUSINESS STRATEGY (MORE THAN FOLLOW THE LEADER ) 274
REVIEW 274 YOUR TURN: WORD-OF-MOUSE: DOT-COM COMPARISONS 275
PART FOUR EMPLOYEE CONTRIBUTIONS: DETERMINING INDIVIDUAL PAY
CHAPTER 9 PAY-FOR-PERFORMANCE: THE EVIDENCE 284
WHAT BEHAVIORS DO EMPLOYERS CARE ABOUT? LINKING ORGANIZATION STRATEGY TO
COMPENSATION AND PERFORMANCE MANAGEMENT 285 WHAT DOES IT TAKE TO GET
THESE BEHAVIORS? WHAT THEORY SAYS 290
WHAT DOES IT TAKE TO GET THESE BEHAVIORS? WHAT PRACTITIONERS SAY 294
DOES COMPENSATION MOTIVATE BEHAVIOR? 299
DO PEOPLE JOIN A FIRM BECAUSE OF PAY? 299 DO PEOPLE STAY IN A FIRM (OR
LEAVE) BECAUSE OFPAY? 300 DO EMPLOYEES MORE READILY AGREE TO DEVELOP JOB
SKILLS BECAUSE OF PAY? 301 DO EMPLOYEES PEIFORM BETTER ON THEIR JOBS
BECAUSE OF PAY? 301
IMAGE 6
TABLE OF CONTENTS VII
DESIGNING A PAY-FOR-PERFORMANCE PLAN 305 EFFICIENCY 305 EQUITY/FAIRNESS
307 COMPLIANCE 307 YOUR TURN: BURGER BOY 308
CHAPTER 11 PERFORMANCE APPRAISALS 358
CHAPTER 10 PAY-FOR-PERFORMANCE PLANS 317 WHAT IS A PAY-FOR-PERFORMANCE
PLAN? 317
DOES VARIABLE PAY IMPROVE PERFORMANCE RESULTS? THE GENERAL EVIDENCE 319
SPECIFIC PAY-FOR-PERFORMANCE PLANS:
SHORT TERM 319 MERIT PAY 319 LUMP-SUM BONUSES 320 INDIVIDUAL SPOT AWARDS
321
INDIVIDUAL INCENTIVE PLANS 322 INDIVIDUAL INCENTIVE PLANS: ADVANTAGES
AND DISADVANTAGES 326 INDIVIDUAL INCENTIVE PLANS: EXAMPLES 327 TEAM
INCENTIVE PLANS: TYPES 327
COMPARING GROUP AND INDIVIDUAL INCENTIVE PLANS 333 LARGE GROUP INCENTIVE
PLANS 334 GAIN-SHARING PLANS 334
PROFIT-SHARING PLANS 339 EARNINGS-AT-RISK PLANS 340 GROUP INCENTIVE
PLANS: ADVANTAGES AND DISADVANTAGES 341 /
GROUP INCENTIVE PLANS: EXAMPLES 342 EXPLOSIVE INTEREST IN LONG-TERM
INCENTIVE PLANS 342 EMPLOYEE STOCK OWNERSHIP PLANS (ESOPS) 344
PERFORMANCE PLANS (PERFORMANCE SHARE AND PEIFORMANCE UNIT) 345
BROAD-BASED OPTION PLANS (BBOPS) 345 COMBINATION PLANS: MIXING
INDIVIDUAL AND
GROUP 346 YOUR TURN: INCENTIVES IN THE CLUBHOUSE 346
APPENDIX 10-A: GAIN-SHARING PLAN AT DRESSER RAND 348
10-B: PROFIT-SHARING (401K) AT WALGREENS 353
THE ROLE OF PERFORMANCE APPRAISALS IN COMPENSATION DECISIONS 359
PERFORMANCE METRICS 360 STRATEGIES FOR BETTER UNDERSTANDING AND
MEASURING JOB PERFORMANCE 361
THE BALANCED SCORECARD APPROACH 361 STRATEGY 1: IMPROVE APPRAISAL
FORMATS 362 STRATEGY 2: SELECT THE RIGHT RATERS 370 STRATEGY 3
UNDERSTAND HOW RATERS PROCESS INFORMATION 373
COMMON ERRORS IN APPRAISING PERFORMANCE: CRITERION CONTAMINATION 373
STRATEGY 4: TRAINING RATERS TO RATE MORE ACCURATELY 377 PUTTING IT ALL
TOGETHER: THE PERFORMANCE EVALUATION PROCESS 377 EQUAL EMPLOYMENT
OPPORTUNITY AND PERFORMANCE EVALUATION 380 TYING PAY TO SUBJECTIVELY
APPRAISED PERFORMANCE 382
COMPETENCY: CUSTOMER CARE 383 PERFORMANCE- AND POSITION-BASED GUIDELINES
384 DESIGNING MERIT GUIDELINES 384 PROMOTIONAL INCREASES AS A
PAY-FOR-PERFORMANCE TOOL 386
YOUR TURN: PERFORMANCE APPRAISAL AT BURGER KING 386
APPENDIX LL-A: BALANCED SCORECARD EXAMPLE: DEPARTMENT OF ENERGY (FEDERAL
PERSONAL PROPERTY MANAGEMENT PROGRAM) 390
11-B: SAMPLE APPRAISAL FORM FOR LEADERSHIP DIMENSION: PFIZER
PHARMACEUTICAL 393
PART FIVE EMPLOYEE BENEFITS
CHAPTER 12 THE BENEFIT DETERMINATION PROCESS 414
WHY THE GROWTH IN EMPLOYEE BENEFITS? 416 WAGE AND PRICE CONTROLS 416
IMAGE 7
VIII TABLE OF CONTENTS
UNIONS 416 EMPLOYER IMPETUS 416 COST EFFECTIVENESS OF BENEFITS 417
GOVERNMENT IMPETUS 417 THE VALUE OF EMPLOYEE BENEFITS 417
KEY ISSUES IN BENEFIT PLANNING, DESIGN, AND ADMINISTRATION 419 BENEFITS
PLANNING AND DESIGN ISSUES 419 BENEFIT ADMINISTRATION ISSUES 420
COMPONENTS OF A BENEFIT PLAN 423 EMPLOYER PREFERENCES 423 EMPLOYEE
PREFERENCES 427 ADMINISTERING THE BENEFIT PROGRAM 429
EMPLOYEE BENEFIT COMMUNICATION 431 CLAIMS PROCESSING 433 COST
CONTAINMENT 433 YOUR TURN: WORLD MEASUREMENT 434
CHAPTER 13
BENEFIT OPTIONS 442 LEGALLY REQUIRED BENEFITS 445 WORKERS COMPENSATION
446 SOCIAL SECURITY 447
UNEMPLOYMENT INSURANCE 450 FAMILY AND MEDICAL LEAVE ACT (FMLA) 452
CONSOLIDATED OMNIBUS BUDGET RECONCILIATION ACT (COBRA) 452 HEALTH
INSURANCE PORTABILITY AND ACCOUNTABILITY ACT (HIPAA) 452 RETIREMENT AND
SAVINGS PLAN PAYMENTS 452
DEFINED BENEFIT PLANS 453 DEFINED CONTRIBUTION PLANS 453 INDIVIDUAL
RETIREMENT ACCOUNTS (IRAS) 455
EMPLOYEE RETIREMENT INCOME SECURITY ACT (ER1SA) 455 HOW MUCH RETIREMENT
INCOME TO PROVIDE? 457 LIFE INSURANCE 458
MEDICAL AND MEDICALLY RELATED PAYMENTS 458 GENERAL HEALTH CARE 458
HEALTH CARE: COST CONTROL STRATEGIES 462 SHORT-AND LONG-TERM DISABILITY
464
DENTAL INSURANCE 465 VISION CARE 465 MISCELLANEOUS BENEFITS 465 PAID
TIME OFF DURING WORKING HOURS 465
PAYMENT FOR TIME NOT WORKED 466 CHILD CARE 467 ELDER CARE 467 DOMESTIC
PARTNER BENEFITS 467 LEGAL INSURANCE 467 BENEFITS FOR CONTINGENT WORKERS
467
YOUR TURN: MR. BALDY CAR WASH 468
PART SIX
EXTENDING THE SYSTEM
CHAPTER 14 COMPENSATION OF SPECIAL GROUPS 477 WHO ARE SPECIAL GROUPS?
478 COMPENSATION STRATEGY FOR SPECIAL GROUPS 479
SUPERVISORS 479 CORPORATE DIRECTORS 480 EXECUTIVES 480 WHAT S ALL THE
FUROR OVER EXECUTIVE
COMPENSATION? WHAT THE CRITICS AND PRESS SAY 486 WHAT S ALL THE FUROR
OVER EXECUTIVE COMPENSATION? WHAT ACADEMICS SAY 489
SCIENTISTS AND ENGINEERS IN HIGH-TECHNOLOGY INDUSTRIES 491 SALES FORCES
494
CONTINGENT WORKERS 498 YOUR TURN: COMPENSATION OF SPECIAL GROUPS 499
CHAPTER 15
UNION ROLE IN WAGE AND SALARY ADMINISTRATION 505 THE IMPACT OF UNIONS IN
WAGE DETERMINATION 506
UNION IMPACT ON GENERAL WAGE LEVELS 506 THE STRUCTURE OF WAGE PACKAGES
508 UNION IMPACT: THE SPILLOVER EFFECT 509 ROLE OF UNIONS IN WAGE AND
SALARY POLICIES AND PRACTICES 509
IMAGE 8
TABLE OF CONTENTS IX
UNIONS AND ALTERNATIVE REWARD SYSTEMS 513 LUMP-SUM AWARDS 514 EMPLOYEE
STOCK OWNERSHIP PLANS (ESOPS) 514
PAY-FOR-KNOWLEDGE PLANS 514 GAIN-SHARING PLANS 515 PROFIT-SHARING PLANS
515 YOUR TURN: GENERAL TECHNOLOGY 516
CHAPTER 16
INTERNATIONAL PAY SYSTEMS 521 THE GLOBAL CONTEXT 523 THE SOCIAL CONTRACT
525 CENTRALIZED OR DECENTRALIZED
PAY-SETTING 526 REGULATION 527 CULTURE 530 CULTURE MATTERS, BUT SO DOES
CULTURAL
DIVERSITY 532 TRADE UNIONS AND EMPLOYEE INVOLVEMENT 534 OWNERSHIP AND
FINANCIAL MARKETS 534 MANAGERIAL AUTONOMY 535
COMPARING COSTS 536 LABOR COSTS AND PRODUCTIVITY 536 COST OF LIVING AND
PURCHASING POWER 537
COMPARING SYSTEMS 540 THE TOTAL PAY MODEL: STRATEGIC CHOICES 540
NATIONAL SYSTEMS: COMPARATIVE MIND-SET 540 JAPANESE TRADITIONAL NATIONAL
SYSTEM 540
GERMAN TRADITIONAL NATIONAL SYSTEM 544 STRATEGIC COMPARISONS:
TRADITIONAL SYSTEMS IN JAPAN, GERMANY, UNITED STATES 545 EVOLUTION AND
CHANGE IN THE TRADITIONAL JAPANESE
AND GERMAN MODELS 547 STRATEGIC MARKET MIND-SET 549 LOCALIZER: THINK
GLOBAL, ACT LOCAL 549
EXPORTER: HEADQUARTERS KNOWS BEST 549 GLOBALIZER: THINK AND ACT
GLOBALLY AND LOCALLY 550 EXPATRIATE PAY 550 ELEMENTS OF EXPATRIATE
COMPENSATION 552 THE BALANCE SHEET APPROACH 554 EXPATRIATE SYSTEMS -
OBJECTIVES? QUEL DOMMAGE! 558
BORDERLESS WORLD - BORDERLESS PAY? GLOBALISTS 559 YOUR TURN: IBM S
WORLDWIDE BUSINESS AND EMPLOYMENT STRATEGIES AND COMPENSATION 559
PART SEVEN
MANAGING THE SYSTEM
CHAPTER 17 GOVERNMENT AND LEGAL ISSUES IN COMPENSATION 573 GOVERNMENT AS
PART OF THE EMPLOYMENT RELATIONSHIP 575
DEMAND 575 SUPPLY 575 FAIR LABOR STANDARDS ACT OF 1938 578 MINIMUM WAGE
578
LIVING WAGE 580 OVERTIME AND HOURS OF WORK 580 CHILD LABOR 586
EMPLOYEE OR INDEPENDENT CONTRACTOR? 586 PREVAILING WAGE LAWS 588 PAY
DISCRIMINATION: WHAT IS IT? 589 THE EQUAL PAY ACT 591
DEFINITION OF EQUAL 591 DEFINITIONS OF SKILL, EFFORT, RESPONSIBILITY,
WORKING CONDITIONS 592 FACTORS OTHER THAN SEX 592
REVERSE DISCRIMINATION 593 TITLE VII OF THE CIVIL RIGHTS ACT OF 1964
AND RELATED LAWS 593 DISPARATE TREATMENT 594
DISPARATE IMPACT 595 EXECUTIVE ORDER 11246 595 PAY DISCRIMINATION AND
DISSIMILAR JOBS 597
PROOF OF DISCRIMINATION: USE OF MARKET DATA 597 PROOF OF DISCRIMINATION:
JOBS OF COMPARABLE WORTH 598 EARNINGS GAPS 599
SOURCES OF THE EARNINGS GAPS 601 DIFFERENCES IN OCCUPATIONS AND
QUALIFICATIONS 602
IMAGE 9
X TABLE OF CONTENTS
DIFFERENCES IN INDUSTRIES AND FIRMS 603 UNION MEMBERSHIP 604 PRESENCE OF
DISCRIMINATION 604 GAPS ARE GLOBAL 605 COMPARABLE WORTH 605
THE MECHANICS 606 UNION DEVELOPMENTS 607 A PROACTIVE APPROACH 608 YOUR
TURN: SELF-EVALUATION AND PAY DISCRIMINATION 608
STILL YOUR TURN: FROM BARISTA TO MANAGER 609
CHAPTER 18
MANAGEMENT: MAKING IT WORK 618 MANAGING, CONTROLLING (AND SOMETIMES
REDUCING) LABOR COSTS 619 NUMBER OF EMPLOYEES (A.K.A.: STAFFING LEVELS
OR
HEADCOUNT) 620 HOURS 624 CONTROLLING BENEFITS 624 CONTROLLING AVERAGE
CASH COMPENSATION 625 CONTROL SALARY LEVEL: TOP DOWN 625
CURRENT YEAR S RISE 626 ABILITY TO PAY 626 COMPETITIVE MARKET PRESSURES
626
TURNOVER EFFECTS 626 COST OF LIVING 627 ROLLING IT ALL TOGETHER 628
CONTROL SALARY LEVEL: BOTTOM UP 629 ETHICS: MANAGING OR MANIPULATING?
631 WHERE IS THE COMPENSATION PROFESSIONAL? 631 EMBEDDED CONTROLS 632
RANGE MAXIMUMS AND MINIMUMS 632 COMPA-RATIOS 633 VARIABLE PAY 633
ANALYZING COSTS 634
ANALYZING VALUE ADDED 634 COMMUNICATION: MANAGING THE MESSAGE 636 SAY
WHAT? 640 PAY AS CHANGE AGENT * 641
STRUCTURING THE COMPENSATION FUNCTION 641 CENTRALIZATION -
DECENTRALIZATION 641 FLEXIBILITY WITHIN CORPORATEWIDE PRINCIPLES 642
REENGINEERING AND OUTSOURCING 643
BALANCING FLEXIBILITY AND CONTROL 643 YOUR TURN: COMMUNICATION BY COPIER
644 STILL YOUR TURN: ETHICS IN COMPENSATION DECISIONS 645
GLOSSARY 650
NAME INDEX 669
SUBJECT INDEX 679
|
| any_adam_object | 1 |
| author | Milkovich, George T. Newman, Jerry M. Gerhart, Barry A. |
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| author_facet | Milkovich, George T. Newman, Jerry M. Gerhart, Barry A. |
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| author_variant | g t m gt gtm j m n jm jmn b a g ba bag |
| building | Verbundindex |
| bvnumber | BV036478799 |
| classification_rvk | QV 300 |
| ctrlnum | (OCoLC)699877664 (DE-599)GBV611131692 |
| dewey-full | 658.32 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.32 |
| dewey-search | 658.32 |
| dewey-sort | 3658.32 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 10. ed. |
| format | Book |
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| id | DE-604.BV036478799 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:40:21Z |
| institution | BVB |
| isbn | 9780073530499 0073530492 |
| language | English |
| lccn | 2009042396 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-020350353 |
| oclc_num | 699877664 |
| open_access_boolean | |
| owner | DE-11 DE-473 DE-BY-UBG |
| owner_facet | DE-11 DE-473 DE-BY-UBG |
| physical | XVIII, 689 S. Ill., graph. Darst. |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | McGraw-Hill/Irwin |
| record_format | marc |
| spelling | Milkovich, George T. Verfasser aut Compensation George T. Milkovich ; Jerry M. Newman ; Barry Gerhart 10. ed. New York, NY McGraw-Hill/Irwin 2011 XVIII, 689 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Compensation management Unternehmen (DE-588)4061963-1 gnd rswk-swf Lohnpolitik (DE-588)4036241-3 gnd rswk-swf Lohn (DE-588)4036229-2 gnd rswk-swf Lohnpolitik (DE-588)4036241-3 s Unternehmen (DE-588)4061963-1 s 1\p DE-604 Lohn (DE-588)4036229-2 s 2\p DE-604 Newman, Jerry M. Verfasser (DE-588)136727115 aut Gerhart, Barry A. Verfasser aut GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020350353&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Milkovich, George T. Newman, Jerry M. Gerhart, Barry A. Compensation Compensation management Unternehmen (DE-588)4061963-1 gnd Lohnpolitik (DE-588)4036241-3 gnd Lohn (DE-588)4036229-2 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4036241-3 (DE-588)4036229-2 |
| title | Compensation |
| title_auth | Compensation |
| title_exact_search | Compensation |
| title_full | Compensation George T. Milkovich ; Jerry M. Newman ; Barry Gerhart |
| title_fullStr | Compensation George T. Milkovich ; Jerry M. Newman ; Barry Gerhart |
| title_full_unstemmed | Compensation George T. Milkovich ; Jerry M. Newman ; Barry Gerhart |
| title_short | Compensation |
| title_sort | compensation |
| topic | Compensation management Unternehmen (DE-588)4061963-1 gnd Lohnpolitik (DE-588)4036241-3 gnd Lohn (DE-588)4036229-2 gnd |
| topic_facet | Compensation management Unternehmen Lohnpolitik Lohn |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020350353&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT milkovichgeorget compensation AT newmanjerrym compensation AT gerhartbarrya compensation |