Verfügbarkeit: Compensation

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Bibliographische Detailangaben
Titel:	Compensation
Von:	George T. Milkovich ; Jerry M. Newman ; Barry Gerhart
Person:	Milkovich, George T. Verfasser aut Newman, Jerry M. Gerhart, Barry A.
Hauptverfassende:	Milkovich, George T. (VerfasserIn), Newman, Jerry M. (VerfasserIn), Gerhart, Barry A. (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	New York, NY McGraw-Hill/Irwin 2014
Ausgabe:	11. ed., internat. stud. ed.
Schlagworte:	Compensation management Unternehmen Lohn Lohnpolitik
Online-Zugang:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025972173&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Beschreibung:	XVIII, 718 S. graf. Darst.
ISBN:	9781259010804

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Datensatz im Suchindex

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adam_text	Table of Contents Preface xiii PART ONE INTRODUCING THE PAY MODEL AND PAY STRATEGY Chapter 1 The Pay Model 3 Compensation: Does It Matter? (or, So What? ) 4 Compensation: Definition, Please 5 Society 5 Stockholders 7 Managers 9 Employees 11 Incentive and Sorting Effects of Pay on Employer s Behaviors 11 Global Views — Vive la Différence 12 Forms of Pay 13 Cash Compensation: Base 14 Cash Compensation: Merit Pay/Cost-of-Living Adjustments 14 Cash Compensation: Incentives 15 Long-Term Incentives 15 Benefits: Income Protection Њ Benefits: Work/Life Balance 16 Benefits: Allowances 16 Total Earnings Opportunities: Present Value of a Stream of Earnings 17 Relational Returns from Work 17 A Pay Model 18 Compensation Objectives 19 Four Policy Choices 21 Pay Techniques 23 Book Plan 24 Caveat Emptor — Be an Informed Consumer 25 1. Is the Research Useful? 25 2. Does the Study Separate Correlation from Causation ? 26 3. Are There Alternative Explanations? 26 Your Turn: The Role of Labor Costs in the Retail Electronics and Airline Industries 27 Chapter 2 Strategy: The Totality of Decisions 38 Similarities and Differences in Strategies 38 Different Strategies within the Same Industry 41 Different Strategies within the Same Company 41 Strategic Choices 42 Support Business Strategy 43 Support HR Strategy 45 The Pay Model Guides Strategic Pay Decisions 46 Stated versus Unstated Strategies 47 Developing a Total Compensation Strategy: Four Steps 48 Step I: Assess Total Compensation Implications 49 HR Strategy: Pay as a Supporting Player or Catalyst for Change? 49 Step 2: Map a Total Compensation Strategy 52 Steps 3 and 4: Implement and Reassess 55 Source of Competitive Advantage: Three Tests 55 Align 55 Differentiate 55 Add Value 56 Best Practices versus Best Fit ? 57 Guidance from the Evidence 57 Virtuous and Vicious Circles 58 Your Turn: Merrill Lynch 59 Still Your Turn: Mapping Compensation Strategies 61 PART TWO INTERNAL ALIGNMENT: DETERMINING THE STRUCTURE Chapter 3 Defining Internal Alignment Jobs and Compensation 72 71 iv Table of Contents Compensation Strategy. Internal Alignment 72 Supports Organization Strategy 73 Supports Work Flow 73 Motivates Behavior 74 Structures Vary among Organizations 74 Number of Levels 75 Differentials 75 Criteria: Content and Value 75 What Shapes Internal Structures? 78 Economic Pressures 78 Government Policies, Laws, and Regulations 79 External Stakeholders 79 Cultures and Customs 80 Organization Strategy 80 Organization Human Capital 81 Organization Work Design 81 Overall HR Policies 81 Internal Labor Markets: Combining External and Organization Factors 82 Employee Acceptance: A Key Factor 83 Pay Structures Change 83 Strategic Choices in Designing Internal Structures 84 Tailored versus Loosely Coupled 84 Hierarchical versus Egalitarian 84 Guidance from the Evidence 86 Equity Theory: Fairness 86 Tournament Theory: Motivation and Performance 88 Institutional Model: Copy Others 89 (More) Guidance from the Evidence 90 Consequences of Structures 91 Efficiency 91 Fairness 91 Compliance 91 Your Turn: So You Want to Lead an Orchestra! 92 Still Your Turn: (If You Don t Want to Lead the Orchestra ...) 93 Chapter 4 Job Analysis 100 Structures Based on Jobs, People, or Both 101 Job-Based Approach: Most Common 103 Why Perform Job Analysis? 103 Job Analysis Procedures 104 What Information Should Be Collected? 105 Job Data: Identification 105 Job Data: Content 105 Employee Data 107 Essential Elements and the Americans With Disabilities Act 110 Level of Analysis 111 How Can the Information Be Collected? 112 Conventional Methods 112 Quantitative Methods 112 Who Collects the Information? 114 Who Provides the Information ? 114 What about Discrepancies ? 115 Job Descriptions Summarize the Data 1 16 Using Generic Job Descriptions 116 Describing Managerial/Professional Jobs I 16 Verify the Description 117 Job Analysis: Bedrock or Bureaucracy? 119 Job Analysis and Globalization 120 Job Analysis and Susceptibility to Off shoring 120 Job Analysis Information and Comparability across Borders 122 Judging Job Analysis 122 Reliability 122 Validity 123 Acceptability 123 Currency 123 Usefulness 123 A Judgment Call 124 Your Turn: The Customer-Service Agent 125 Chapter 5 Job-Based Structures and Job Evaluation 134 Job-Based Structures: Job Evaluation 135 Defining Job Evaluation: Content, Value, and External Market Links 136 Content and Value 136 Linking Content with the External Market 136 Technical and Process Dimensions 137 How-To : Major Decisions 137 Establish the Purpose 138 Single versus Multiple Plans 138 Table of Contents v Choose among Job Evaluation Methods 140 Job Evaluation Methods 141 Ranking 141 Classification 142 Point Method 144 Who Should Be Involved? 155 The Design Process Matters 156 The Final Result: Structure 157 Balancing Chaos and Control 158 Your Turn: Job Evaluation at Whole Foods 159 The Perfect Structure 194 Your Turn: Climb the Legal Ladder 195 Chapter 6 Person-Based Structures 167 Person-Based Structures: Skill Plans 168 Types of Skill Plans 168 Purpose of the Skill-Based Structure 171 How-To : Skill Analysis 172 What Information to Collect? 172 Whom to Involve? 173 Establish Certification Methods 173 Outcomes of Skill-Based Pay Plans: Guidance from Research and Experience 175 Person-Based Structures: Competencies 176 Defining Competencies 179 Purpose of the Competency-Based Structure 180 How -То : Competency Analysis 181 Objective 182 What Information to Collect? 182 Whom to Involve? 184 Establish Certification Methods 185 Resulting Structure 185 Competencies and Employee Selection and Training/Development 185 Guidance from the Research on Competencies 187 One More Time: Internal Alignment Reflected in Structures (Person-Based or Job-Based) 187 Administering and Evaluating the Plan 189 Reliability of Job Evaluation Techniques 189 Validity 191 Acceptability 192 Bias in Internal Structures 192 Wages Criteria Bias 193 PART THREE EXTERNAL COMPETITIVENESS: DETERMINING THE PAY LEVEL Chapter 7 Defining Competitiveness 207 Compensation Strategy: External Competitiveness 208 Control Costs and Increase Revenues 208 Attract and Retain the Right Employees 210 What Shapes External Competitiveness? 213 Labor Market Factors 213 How Labor Markets Work 215 Labor Demand 216 Marginal Product 216 Marginal Revenue 217 Labor Supply 218 Modifications to the Demand Side 218 Compensating Differentials 219 Efficiency Wage 220 Sorting and Signaling 221 Modifications to the Supply Side (Only Two More Theories to Go) 222 Reservation Wage 222 Human Capital 223 Product Market Factors and Ability to Pay 223 Product Demand 223 Degree of Competition 224 A Different View: What Managers Say 224 Segmented Supplies of Labor and (Different) Going Rates 225 Organization Factors 226 Industry and Technology 226 Employer Size 226 People s Preferences 227 Organization Strategy 227 Relevant Markets 228 Defining the Relevant Market 228 Globalization of Relevant Labor Markets: Offshoring and Outsourcing 229 vi Table of Contents Competitive Pay Policy Alternatives 232 What Difference Does the Pay-Level Policy Make? 232 Pay with Competition (Match) 232 Lead Pay-Level Policy 234 Lag Pay-Level Policy 234 Different Policies for Different Employee Groups 235 Not by Pay Level Alone: Pay-Mix Strategies 235 Consequences of Pay-Level and -Mix Decisions: Guidance from the Research 240 Efficiency 240 Fairness 241 Compliance 241 Your Turn: Two-Tier Wages 242 Appendix 7-А: Utility Analysis 244 Chapter 8 Designing Pay Levels, Mix, and Pay Structures 252 Major Decisions 253 Specify Competitive Pay Policy 253 The Purpose of a Survey 254 Adjust Pay Level — How Much to Pay? 254 Adjust Pay Mix—What Forms ? 254 Adjust Pay Structure ? 254 Study Special Situations 255 Estimate Competitors Labor Costs 255 Select Relevant Market Competitors 255 Fuzzy Markets 259 Design the Survey 260 Who Should Be Involved? 260 How Many Employers? 260 Which Jobs to Include ? 263 What Information to Collect? 265 Interpret Survey Results and Construct a Market Line 268 Verify Data 269 Statistical Analysis 274 Update the Survey Data 276 Construct a Market Pay Line 276 Setting Pay for Benchmark and Non-Benchmark Jobs 278 Combine Internal Structure and External Market Rates 280 From Policy to Practice: The Pay-Policy Line 281 Choice of Measure 281 Updating 281 Policy Line as Percent of Market Line 282 From Policy to Practice: Grades and Ranges 282 Why Bother with Grades and Ranges ? 282 Develop Grades 283 Establish Range Midpoints, Minimums, and Maximums 283 Overlap 284 From Policy to Practice: Broad Banding 285 Flexibility-Control 287 Balancing Internal and External Pressures: Adjusting the Pay Structure 288 Reconciling Differences 288 Market Pricing 288 Business Strategy (More Than Follow the Leader ) 289 Review 290 Your Turn: Google Evolving Pay Strategy 291 Still Your Turn: Word-of-Mouse: Dot-Com Comparisons 292 PART FOUR EMPLOYEE CONTRIBUTIONS: DETERMINING INDIVIDUAL PAY Chapter 9 Pay-for-Performance: The Evidence 302 What Behaviors Do Employers Care About? Linking Organization Strategy to Compensation and Performance Management 303 What Does It Take to Get These Behaviors? What Theory Says 308 What Does It Take to Get These Behaviors? What Practitioners Say 312 Does Compensation Motivate Behavior? 317 Do People Join a Firm Because of Pay? 317 Do People Stay in a Finn (or Leave) Because ofPay? 318 Do Employees More Readily Agree to Develop Job Skills Because of Pay ? 319 Do Employees Perform Better on Their Jobs Because of Pay? 319 Table of Contents vii Designing a Pay-for-Performance Plan Efficiency 323 Equity/Fairness 324 Compliance 325 Your Turn: Burger Boy 325 323 Chapter 11 Performance Appraisals 371 Chapter 10 Pay-for-Performance Plans 335 What Is a Pay-for-Performance Plan? 335 Does Variable Pay Improve Performance Results? The General Evidence 337 Specific Pay-for-Performance Plans: Short Term 337 Merit Pay 337 Lump-Sum Bonuses 338 Individual Spot Awards 340 Individual Incentive Plans 340 Individual Incentive Plans: Advantages and Disadvantages 343 Individual Incentive Plans: Examples 344 Team Incentive Plans: Types 345 Comparing Group and Individual Incentive Plans 351 Large Group Incentive Plans 352 Gain-Sharing Plans 352 Profit-Sharing Plans 357 Eamings-at-Risk Plans 358 Group Incentive Plans: Advantages and Disadvantages 359 Group Incentive Plans: Examples 360 Explosive Interest in Long-Term Incentive Plans 360 Employee Stock Ownership Plans (ESOPs) 362 Performance Plans (Performance Share and Performance Unit) 363 Broad-Based Option Plans (BBOPs) 363 Combination Plans: Mixing Individual and Group 363 Your Turn: Incentives Can Be too Powerful 364 Appendix 10-A: Profit-Sharing (401K) at Walgreens 366 The Role of Performance Appraisals in Compensation Decisions 372 Performance Metrics 373 Strategies for Better Understanding and Measuring Job Performance 374 The Balanced Scorecard Approach 375 Strategy 1: Improve Appraisal Formats 375 Strategy 2: Select the Right Raters 384 Strategy 3: Understand How Raters Process Information 386 Strategy 4: Training Raters to Rate More Accurately 390 Putting It All Together: The Performance Evaluation Process 391 Equal Employment Opportunity and Performance Evaluation 392 Tying Pay to Subjectively Appraised Performance 396 Competency: Customer Care 397 Performance- and Position-Based Guidelines 398 Designing Merit Guidelines 398 Promotional Increases as a Pay-for-Performance Tool 401 Your Turn: Performance Appraisal at Burger King 401 Appendix ll-A: Balanced Scorecard Example: Department of Energy (Federal Personal Property Management Program) 405 11-B: Sample Appraisal Form for Leadership Dimension: Pfizer Pharmaceutical 408 PART FIVE EMPLOYEE BENEFITS Chapter 12 The Benefit Determination Process 428 Why the Growth in Employee Benefits? 430 Wage and Price Controls 430 viii Table of Contents Unions 430 Employer Impetus 430 Cost Effectiveness of Benefits 431 Government Impetus 431 The Value of Employee Benefits 431 Key Issues in Benefit Planning, Design, and Administration 433 Benefits Planning and Design Issues 433 Benefit Administration Issues 434 Components of a Benefit Plan 437 Employer Preferences 437 Employee Preferences 440 Administering the Benefit Program 443 Employee Benefit Communication 443 Claims Processing 446 Cost Containment 446 Your Turn: World Measurement 447 Chapter 13 Benefit Options 455 Legally Required Benefits 458 Workers Compensation 459 Social Security 460 Unemployment Insurance 463 Family and Medical Leave Act (FMLA) 465 Consolidated Omnibus Budget Reconciliation Act (COBRA) 465 Health Insurance Portability and Accountability Act (HIPAA) 465 Retirement and Savings Plan Payments 465 Defined Benefit Plans 466 Defined Contribution Plans 466 Individual Retirement Accounts (IRAs) 468 Employee Retirement Income Security Act (ERIS A) 468 How Much Retirement Income to Provide? 470 Life Insurance 471 Medical and Medically Related Payments 471 General Health Care 471 Health Care: Cost Control Strategies 475 Short- and Long-Term Disability 476 Dental Insurance 477 Vision Care 477 Miscellaneous Benefits 478 Paid Time Off During Working Hours 478 Payment for Time Not Worked 478 Child Care 479 Elder Care 479 Domestic Partner Benefits 479 Legal Insurance 479 Benefits for Contingent Workers 480 Your Turn: Adapting Benefits to a Changing Strategy 480 PART SIX EXTENDING THE SYSTEM Chapter 14 Compensation of Special Groups 487 Who Are Special Groups? 488 Compensation Strategy for Special Groups 488 Supervisors 488 Corporate Directors 489 Executives 490 What s All the Furor over Executive Compensation. What the Critics and Press Say 495 What s All the Furor over Executive Compensation? What Academics Say 499 Scientists and Engineers in High-Technology Industries 501 Sales Forces 505 Contingent Workers 509 Your Turn: A Sports Sales Plan 510 Chapter 15 Union Role in Wage and Salary Administration 517 The Impact of Unions in Wage Determination 518 Union Impact on General Wage Levels 519 The Structure of Wage Packages 521 Union Impact: The Spillover Effect 522 Role of Unions in Wage and Salary Policies and Practices 522 Table of Contents ix Unions and Alternative Reward Systems 527 Lump-Sum Awards 527 Employee Stock Ownership Plans (ESOPs) 527 Pay-for-Knowledge Plans 527 Gain-Sharing Plans 528 Profit-Sharing Plans 528 Your Turn: Predicting a Contract s Clauses 529 Chapter 16 International Pay Systems 534 The Global Context 536 The Social Contract 538 Centralized or Decentralized Pay-Setting 539 Regulation 540 Culture 543 Culture Matters, but So Does Cultural Diversity 545 Trade Unions and Employee Involvement 547 Ownership and Financial Markets 547 Managerial Autonomy 548 Comparing Costs 549 Labor Costs and Productivity 549 Cost of Living and Purchasing Power 552 Comparing Systems 555 The Total Pay Model: Strategic Choices 555 National Systems: Comparative Mind-Set 555 Japanese Traditional National System 555 German Traditional National System 559 Strategic Comparisons: Traditional Systems in Japan, Germany, United States 560 Evolution and Change in the Traditional Japanese and German Models 562 Strategic Market Mind-Set 564 Localizer: Think Global, Act Local 564 Exporter: Headquarters Knows Best 564 Globalizer: Think and Act Globally and Locally 565 Expatriate Pay 565 Elements of Expatriate Compensation 567 The Balance Sheet Approach 569 Expatriate Systems —> Objectives? Quel dommage/ 573 Borderless World -> Borderless Pay? Globalists 574 Your Turn: IBM s Worldwide Business and Employment Strategies and Compensation 574 PART SEVEN MANAGING THE SYSTEM Chapter 17 Government and Legal Issues in Compensation 591 Government as Part of the Employment Relationship 593 Demand 593 Supply 593 Fair Labor Standards Act of 1938 596 Minimum Wage 597 Overtime and Hours of Work 599 Child Labor 604 Living Wage 604 Employee or Independent Contractor? 605 Prevailing Wage Laws 608 Pay Discrimination: What Is It? 608 The Equal Pay Act 610 Definition of Equal 611 Definitions of Skill, Effort, Responsibility, Working Conditions 611 Factors Other Than Sex 612 Reverse Discrimination 612 Title VII of the Civil Rights Act of 1964 and Related Laws 613 Disparate Treatment 614 Disparate Impact 614 Executive Order 11246 614 Pay Discrimination and Dissimilar Jobs 617 Evidence of Discrimination: Use of Market Data 617 Evidence of Discrimination: Jobs of Comparable Worth 618 Earnings Gaps 618 Sources of the Earnings Gaps 620 Differences in Occupations and Qualifications 620 χ Table of Contents Differences in Industries and Firms 623 Union Membership 624 Presence of Discrimination 624 Gaps Are Global 625 Comparable Worth 625 The Mechanics 626 Union Developments 627 Compliance: A Proactive Approach 628 Your Turn: Self-Evaluation and Pay Discrimination 628 Still Your Turn: From Barista to Manager 629 Still (yes, still) Your Turn: I Was Gaga s Slave 630 Chapter 18 Management: Making It Work 640 Managing, Controlling (and Sometimes Reducing) Labor Costs 641 Number of Employees (a.k.a. : Staffing Levels or Headcount) 642 Hours 646 Controlling Benefits 646 Controlling Average Cash Compensation 647 Control Salary Level: Top Down 648 Current Year s Rise 648 Ability to Pay 648 Competitive Market Pressures 649 Turnover Effects 649 Cost of Living 649 Rolling It All Together 651 Control Salary Level: Bottom Up 652 Ethics: Managing or Manipulating? 653 Where Is the Compensation Professional? 654 Embedded Controls 654 Range Maximums and Minimums 654 Promotions and External versus Internal Hires 655 Compa-Ratios 655 Variable Pay 656 Analyzing Costs 656 Analyzing Value Added 657 Communication: Managing the Message 659 Say What? (Or, What to Say?) 664 Pay as Change Agent 665 Structuring the Compensation Function 666 Centralization — Decentralization 666 Flexibility within Corporatewide Principles 667 Reengineering and Outsourcing 667 Balancing Flexibility and Control 66H Your Turn: Communication by Copier 669 Still Your Turn: Managing Compensation Costs, Headcount, and Participation/Communication Issues 669 Glossary 675 Name Index 694 Subject Index 706
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spellingShingle	Milkovich, George T. Newman, Jerry M. Gerhart, Barry A. Compensation Compensation management Unternehmen (DE-588)4061963-1 gnd Lohn (DE-588)4036229-2 gnd Lohnpolitik (DE-588)4036241-3 gnd
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title	Compensation
title_auth	Compensation
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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 Lohn (DE-588)4036229-2 gnd Lohnpolitik (DE-588)4036241-3 gnd
topic_facet	Compensation management Unternehmen Lohn Lohnpolitik
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