Compensation Decision Making
Dryden Press, 1998 - Compensation management - 597 pages
The ultimate goal of the text is to make compensation decision makers out of its readers. No book can provide all the answers nor can it provide a fail-safe formula. What is can provide are the knowledge and techniques that lead to answers. All compensation decisions are made under a set of decision-making constraints. This book analyzes those constraints. A thorough understanding of them will assist the reader, since a careful consideration and weighing of all the constraints should result in more rational and workable compensation decisions.... The decisions have an impact upon the company achieving high productivity or slowly slipping into oblivion. To aid in preparing for compensation decisions, these pages were written to provide readers with the skills to make wise decisions in a complex, ever-changing, and competitive environment. -Pref.
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Introduction and Theoretical Foundations
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ability to pay Ann Wilson average bargaining behaviors chapter compensable factors compensation decision maker constraints defined demand determine discussed distributive justice employee benefits employee's employment environment equity theory ERISA example Exhibit factors of production firms goals hour human resource incentive plans individual industry influence internal equity internal labor market issues job analysis job description job evaluation job family key jobs labor costs labor unions ment merit pay minimum wage motivate needs organization organization's organizational outcomes paid pay plan pay range pay rates pay structure pay system pension plan percent percentage Performance Appraisal performance assessment Personnel piece rate procedural justice product market ranking relative result Review rewards salary schedule skills specific subfactors supervisor task theory tion union wage and benefit wage level wage rates wage structure workers