Book description
Connecting Art and Science in Compensation Practices
Strategic Compensation: A Human Resource Management Approachdemonstrates the art and science of compensation practice and its role in a company—s competitive advantage. Through focused activities and supporting course material, readers build a solid foundation to become proficient compensation professionals.
The Ninth Edition focuses on the context of compensation practice, the criteria used to compensate employees, compensation system design issues, employee benefits, the challenges of compensating key strategic employee groups, and pay and benefits around the world, preparing readers to assume the roles of successful compensation professionals.
Table of contents
- Strategic Compensation A Human Resource Management Approach
- Strategic Compensation A Human Resource Management Approach
- Brief Table of Contents
- Contents
- Preface
-
I Setting the Stage for Strategic Compensation
-
1 Strategic Compensation A Component of Human Resource Systems
- Learning Objectives
- Defining strategic Compensation
- Compensation as A Strategic Business Partner
- Strategic Compensation Decisions
- Building Blocks and Structure of Strategic Compensation Systems
- Fitting The Compensation Function in an Organization’s Structure
- Stakeholders of the Compensation System
- End of Chapter Review
-
2 Contextual Influences on Compensation Practice
- Learning Objectives
- Interindustry Wage Differentials
- Pay Differentials Based on Occupational Characteristics
- Geographic Pay Differentials
- Labor Unions
- Employment Laws Pertinent to Compensation Practice
- End of Chapter Review
-
1 Strategic Compensation A Component of Human Resource Systems
-
II Bases for Pay
-
3 Traditional Bases for Pay Seniority and Merit
- Learning Objectives
- Seniority and Longevity Pay
- Merit Pay
- Performance Appraisal
- Strengthening The Pay-For-Performance Link
-
Possible Limitations of Merit Pay Programs
- Failure to Differentiate among Performers
- Poor Performance Measures
- Supervisors’ Biased Ratings of Employee Job Performance
- Lack of Open Communication between Management and Employees
- Undesirable Social Structures
- Mounting Costs
- Factors Other than Merit
- Undesirable Competition
- Little Motivational Value
- End of Chapter Review
- 4 Incentive Pay
-
5 Person-Focused Pay
- Learning Objectives
- Defining Person-Focused Pay: Competency-Based, Pay-For-Knowledge, and Skill-Based Pay
- Usage of Person-Focused Pay Programs
- Reasons to Adopt Person-Focused Pay Programs
- Varieties of Person-Focused Pay Programs
- Contrasting Person-Focused Pay With Job-Based Pay
- Advantages and Disadvantages of Person-Focused Pay Programs
- End of Chapter review
- Key Terms
- Discussion Questions
- CasePerson-Focused Pay at Mitron Computers
- Crunch the Numbers! Training Budget Costs
- Endnotes
-
3 Traditional Bases for Pay Seniority and Merit
-
III Designing Compensation Systems
-
6 Building Internally Consistent Compensation Systems
- Learning Objectives
- Internal Consistency
- Job Analysis
- Job Evaluation
-
Job Evaluation Techniques
-
The Point Method
- Step 1: Select Benchmark Jobs
- Step 2: Choose Compensable Factors Based on Benchmark Jobs
- Step 3: Define Factor Degrees
- Step 4: Determine the Weight of Each Factor
- Step 5: Determine Point Values for Each Compensable Factor
- Step 6: Verify Factor Degrees and Point Values
- Step 7: Evaluate All Jobs
- Balancing Internal and Market Considerations Using the Point Method
- Alternative Job-Content Evaluation Approaches
- Alternatives to Job Evaluation
-
The Point Method
- Internally Consistent Compensation Systems and Competitive Strategy
- End of Chapter Review
-
7 Building Market-Competitive Compensation Systems
- Learning Objectives
- Market-Competitive Pay Systems: The Basic Building Blocks
-
Compensation Surveys
- Preliminary Considerations
-
Using Published Compensation Survey Data
- Survey Focus: Core Compensation or Employee Benefits
- Sources of Published Compensation Surveys
- Employment Cost Trends
- National Compensation Data
- Wages By Area and Occupation
- Earnings By Demographics
- Earnings By Industry
- County Wages (Quarterly Census of Employment and Wages)
- Employee Benefits National Compensation Survey
- Compensation Costs in Other Countries
- Compensation Surveys: Strategic Considerations
- Compensation Survey Data
- Updating the Survey Data
- Integrating Internal Job Structures with External Market Pay Rates
- Compensation Policies and Strategic Mandates
- End of Chapter Review
-
8 Building Pay Structures That Recognize Employee Contributions
- Learning Objectives
- Constructing a Pay Structure
- Designing Merit Pay Systems
- Designing Sales Incentive Compensation Plans
- Designing Person-Focused Programs
- Pay Structure Variations
- End of Chapter Review
-
6 Building Internally Consistent Compensation Systems
-
IV Employee Benefits
- 9 Discretionary Benefits
-
10 Legally Required Benefits
- Learning Objectives
- Origins of Legally Required Benefits
-
Categories of Legally Required Benefits
-
Social Security Programs
- Unemployment Insurance
- Old Age, Survivor, and Disability Insurance
- Old Age Benefits
- Survivor Benefits
- Disability Benefits
- Medicare
- Medicare Part A Coverage
- Medicare Part B Coverage
- Medigap Insurance
- Medicare Part C Coverage—medicare advantage
- Medicare Prescription Drug Benefit
- Financing OASDI and Medicare Programs
- OASDI Programs
- Medicare Programs
- Workers’ Compensation
- Family and Medical Leave
- Health Insurance
-
Social Security Programs
- Health Insurance Program design alternatives
- Additional Health Care Legislation
- The benefits and costs of Legally Required Benefits
- End of Chapter REVIEW
- Key Terms
- Discussion Questions
- Case A Health Savings Account at Frontline PR
- Crunch the Numbers! Calculating Taxes under the Patient Protection and Affordable Care Act
- Endnotes
-
V Contemporary Strategic Compensation Challenges
-
11 Compensating Executives
- Learning Objectives
- Contrasting Executive Pay with Pay for Nonexecutive Employees
- Defining Executive Status
- Executive Compensation Packages
- Principles and Processes for Setting Executive Compensation
- Executive Compensation Disclosure Rules
- Executive Compensation: Are U.S. Executives Paid Too Much?
- End of Chapter Review
- Endnotes
-
12 Compensating the Flexible Workforce Contingent Employees and Flexible Work Schedules
- Learning Objectives
- The Contingent Workforce
- Pay and Employee Benefits for Contingent Workers
- Flexible Work Schedules: Flextime, Compressed Workweeks, And Telecommuting
- Pay and Employee Benefits for Flexible Employees
- Unions’ Reactions to Contingent Workers and Flexible Work Schedules
- Strategic Issues and Choices In Using Contingent and Flexible Workers
- End of Chapter Review
-
11 Compensating Executives
-
VI Compensation Issues around the World
-
13 Compensating Expatriates
- Learning Objectives
- Competitive Advantage and how International Activities Fit In
- Preliminary Considerations
- Components of International Compensation Programs
- End of Chapter Review
- 14 Pay and Benefits Outside the United States
-
13 Compensating Expatriates
-
Epilogue
-
15 Challenges Facing Compensation Professionals
- Learning Objectives
- Possible Increase to the Federal Minimum Wage Rate and Strengthening Overtime Pay Protections
- Rising Wages in China
- Underemployment and the Compensation-Productivity Gap
- Workforce Demographic Shifts
- End of Chapter review
- Key Terms
- Discussion Questions
- Case Benefits for Part-Time Workers
- Crunch the Numbers! Calculating Regional and Industry Pay Differences in China
- Endnotes
-
15 Challenges Facing Compensation Professionals
- Glossary
- Author Index
- Subject Index
Product information
- Title: Strategic Compensation: A Human Resource Management Approach, 9/e
- Author(s):
- Release date: January 2016
- Publisher(s): Pearson
- ISBN: 9780134320540
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