Compensation ISE

Höfundur: Barry Gerhart (Útgáfa: 15)
Compensation ISE

Kaup valmöguleikar

This best selling title takes a three-pronged approach to compensation by focusing on theory, research, and practice. Compensation emphasizes the importance of total compensation and its relevance for achieving sustainable competitive advantage. The author's goal is to translate the theory and evidence into guidance for improving the management of pay.

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781264553631
Print ISBN
9781265479862
Format
ePub
Útgáfa
15
Höfundar
Barry Gerhart
Tungumál
English
Útgefið
2026-02-17
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Table of Contents and Preface
  • Cover Page
  • Title Page
  • Copyright Page
  • Table of Contents
  • About the Author
  • BARRY GERHART
  • Preface
  • About This Book
  • What’s New
  • Proctorio Remote Proctoring & Browser-Locking Capabilities
  • ReadAnywhere® App
  • ONLINE LEARNING CONSORTIUM-ALIGNED COURSES IMPLEMENTING HIGH-QUALITY INSTRUCTION AND ASSESSMENT THROUGH PRECONFIGURED COURSEWARE
  • Test Builder in McGraw Hill Connect®
  • Writing Assignment
  • Application-Based Activities in McGraw Hill Connect®
  • Polling
  • Evergreen™
  • Create® YOUR BOOK, YOUR WAY
  • Education for All
  • Acknowledgments
  • Connect
  • Chapter 1: The Pay Model
  • Part One: Introducing the Pay Model and Pay Strategy
  • Chapter 1 The Pay Model
  • Compensation: Does It Matter? (or, “So What?”)
  • Compensation: Definition, Please (Stakeholders)
  • Global Views—Vive la Différence
  • Views from Different Perspectives (Society, Stockholders, Customers, Managers, & Employees)
  • How Pay Influences Behaviors: Incentive and Sorting Effects
  • Incentive and Sorting Effects
  • Equity and Fairness
  • Forms of Pay
  • Cash Compensation: Base
  • Cash Compensation: COLA, Merit Increases, Merit Bonuses, and Short-Term Incentives
  • Cash Compensation: Incentives
  • Long-Term Incentives
  • Benefits: Income Protection
  • Benefits: Work/Life Balance
  • Benefits: Allowances
  • Total Earnings Opportunities: Present Value of a Stream of Earnings
  • Relational Returns from Work
  • A Pay Model
  • Organizational (and Compensation) Objectives
  • Compensation Strategy & Compensation Practices (Techniques)
  • Book Plan
  • Caveat Emptor—Be an Informed Consumer
  • 1. Is the Research Useful?
  • 2. Does the Study Separate Correlation from Causation?
  • 3. Are There Alternative Explanations?
  • Your Turn: Compensation at the World’s Largest Company
  • Questions:
  • Still Your Turn: Who Are Amazon’s Peer Companies for Comparing Compensation?
  • Questions:
  • Still (Yes, Still) Your Turn: Wealth and Longevity
  • Questions:
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 2: Strategy: The Totality of Decisions
  • Chapter 2 Introduction
  • Similarities and Differences in Strategies
  • Different Strategies within the Same Industry
  • Different Strategies within the Same Company
  • Strategic Choices
  • Support Business Strategy
  • Support HR Strategy
  • Stated versus Unstated Strategies
  • Support HR Strategy
  • Developing a Total Compensation Strategy: Four Steps
  • Step 1: Assess Total Compensation Implications
  • HR Strategy: Pay as a Supporting Player or a Catalyst for Change?
  • Step 2: Map a Total Compensation Strategy
  • Steps 3 and 4: Implement and Reassess
  • Source of Competitive Advantage: Three Tests
  • Align
  • Differentiate
  • Add Value
  • “Best Practices” Versus “Best Fit”?
  • Guidance from the Evidence
  • Virtuous and Vicious Circles
  • Your Turn: Pay for Retail Store Managers
  • Questions:
  • Still Your Turn: Mapping Compensation Strategies
  • Summary
  • Review Questions
  • Endnote
  • Chapter 3: Defining Internal Alignment
  • Part Two: Internal Alignment: Determining the Structure
  • Chapter 3 Introduction
  • Jobs and Compensation
  • Compensation Strategy: Internal Alignment
  • Supports Organization Strategy
  • Supports Work Flow
  • Motivates Behavior
  • Structures Vary among Organizations
  • Number of Levels
  • Differentials
  • Criteria: Content and Value
  • What Shapes Internal Structures?
  • Economic Pressures
  • Government Policies, Laws, and Regulations
  • External Stakeholders
  • Cultures and Customs
  • Organization Strategy
  • Organization Human Capital
  • Organization Work Design
  • Overall HR Policies
  • Internal Labor Markets: Combining External and Organizational Factors
  • Employee Acceptance and Perceived Fairness
  • Pay Structures Change
  • Strategic Choices in Designing Internal Structures
  • Tailored versus Loosely Coupled
  • Hierarchical versus Egalitarian and Layered versus Delayered Structures
  • Guidance from the Evidence
  • Equity Theory: Fairness
  • Tournament Theory (and Pay Dispersion): Motivation and Performance
  • Institutional Theory: Copy Others and Conform
  • (More) Guidance from the Evidence
  • Consequences of Structures
  • Efficiency (including Retention) and Promotion from Within
  • Fairness
  • Compliance
  • Your Turn: So You Want to Lead an Orchestra!
  • Still Your Turn: Talen Energy Internal Structure (If You Don’t Want to Lead the Orchestra...)
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 4: Job Analysis
  • Chapter 4 Introduction
  • Structures Based on Jobs, People, or Both
  • Job-Based Approach: Most Common
  • Why Perform Job Analysis?
  • Job Analysis Procedures
  • What Information Should be Collected?
  • Job Data: Identification
  • Job Data: Content
  • Employee Data
  • “Essential Elements” and the Americans with Disabilities Act
  • Level of Analysis
  • How Can the Information be Collected?
  • Conventional Methods
  • Quantitative Methods
  • Who Collects the Information?
  • Who Provides the Information?
  • What about Discrepancies?
  • Job Descriptions Summarize the Data
  • How Many Job Titles?
  • Using Generic Job Descriptions
  • Describing Managerial/Professional Jobs
  • Verify the Description
  • Job Analysis: Bedrock or Bureaucracy?
  • Job Analysis and Change in Work: Globalization, and Automation (Including AI)
  • Change in Work
  • Susceptibility to Offshoring
  • Susceptibility to Automation and AI
  • Job Analysis Information and Comparability across Borders
  • Judging Job Analysis
  • Reliability
  • Validity
  • Acceptability
  • Currency
  • Usefulness
  • A Judgment Call
  • Your Turn: The Customer-Service Agent (or another job)
  • Still Your Turn: A Store Manager at Raising Cane’s or Walmart
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 5: Job-Based Structures and Job Evaluation
  • Chapter 5 Introduction
  • Job-Based Structures: Job Evaluation
  • Defining Job Evaluation: Content, Value, and External Market Links
  • Content and Value
  • Linking Content with the External Market
  • Technical and Process Dimensions
  • “How-to”: Major Decisions
  • Establish the Purpose
  • Single versus Multiple Plans
  • Choose among Job Evaluation Methods
  • Job Evaluation Methods
  • Ranking
  • Classification
  • Point Method
  • Who Should be Involved?
  • The Design Process Matters
  • The Final Result: Structure
  • Balancing Chaos and Control
  • Your Turn: Job Evaluation at Whole Foods
  • JOB A (Team Member, Deli)32
  • JOB B (Cashier)
  • JOB C (Team Leader, Prepared Foods)
  • JOB D (Team Member, Prepared Foods)
  • JOB E (Team Member, Kitchen)
  • JOB F (Team Member II, Stock and Display)
  • JOB G (Associate Team Leader, Prepared Foods)
  • JOB H (Regional Team Leader)
  • JOB I (Team Member, Stock and Display)
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 6: Person-Based Structures
  • Chapter 6 Introduction
  • Person-Based Structures: Skill Plans
  • Types of Skill Plans
  • Purpose of the Skill-Based Structure
  • “How-To”: Skill Analysis
  • What Information to Collect?
  • Whom to Involve?
  • Establish Certification Methods
  • Outcomes of Skill-Based Pay Plans: Guidance from Research and Experience
  • Person-Based Structures: Competencies
  • Defining Competencies
  • Purpose of the Competency-Based Structure
  • “How-To”: Competency Analysis
  • Objective
  • What Information to Collect?
  • Whom to Involve?
  • Establish Certification Methods
  • Resulting Structure
  • Competencies and Employee Selection and Training/Development
  • Guidance (and Caution) from the Research on Competencies
  • One More Time: Internal Alignment Reflected in Structures (Person-Based or Job-Based)
  • Administering and Evaluating the Plan
  • Reliability of Job Evaluation Techniques
  • Validity
  • Acceptability
  • Bias in Internal Structures
  • Wages Criteria Bias
  • The Perfect Structure
  • Your Turn: Climb the Legal Ladder
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 7: Defining Competitiveness
  • Part Three: External Competitiveness: Determining the Pay Level
  • Chapter 7 Introduction
  • Compensation Strategy: External Competitiveness
  • Control Costs and Increase Revenues
  • Attract and Retain the Right Employees
  • What Shapes External Competitiveness?
  • Labor Market Factors
  • How Labor Markets Work
  • Labor Demand
  • Marginal Product
  • Marginal Revenue
  • Labor Supply
  • Modifications to the Demand Side
  • Compensating Differentials
  • Efficiency Wage
  • Sorting and Signaling
  • Modifications to the Supply Side (Only Two More Theories to go)
  • Reservation Wage
  • Human Capital
  • Product Market Factors and Ability to Pay
  • Product Demand
  • Degree of Competition
  • A Different View: What Managers Say
  • Segmented Supplies of Labor and (Different) Going Rates
  • Organization Factors
  • Industry and Technology
  • Employer Size
  • People’s Preferences
  • Organization Strategy
  • Relevant Markets
  • Defining the Relevant Market
  • Globalization of Relevant Labor Markets: Offshoring and Outsourcing
  • Competitive Pay Policy Alternatives
  • What Difference Does the Pay-Level Policy Make?
  • Pay with Competition (Match)
  • Lead Pay-Level Policy
  • Lag Pay-Level Policy
  • Different Competitive Pay Policies for Different Employee Groups
  • Not by Pay Level Alone: Pay-Mix Strategies
  • Consequences of Pay-Level and Pay-Mix Decisions: Guidance from the Research
  • Efficiency
  • Fairness
  • Compliance
  • Not by Pay Alone: Total Rewards
  • Your Turn: Two-Tier Wages
  • Still Your Turn: Tariffs and Offshoring: Apple and Restoration Hardware
  • Still (Yes, Still) Your Turn: Combining Pay Survey and Job Evaluation Data
  • Questions:
  • Summary
  • Review Questions
  • Appendix 7-A: Utility Analysis
  • Endnotes
  • Chapter 8: Designing Pay Levels, Mix, and Pay Structures
  • Chapter 8 Introduction
  • Major Decisions
  • Specify Competitive Pay Policy
  • The Purpose of a Survey
  • Adjust Pay Level—How Much to Pay?
  • Adjust Pay Mix—What Forms?
  • Adjust Pay Structure?
  • Study Special Situations
  • Estimate Competitors’ Labor Costs
  • Select Relevant Market Competitors
  • More on Geographic Differences in Pay: Remote Work
  • Fuzzy Markets
  • Design the Survey
  • Who Should be Involved?
  • How Many Employers?
  • Which Jobs to Include?
  • What Information to Collect?
  • Interpret Survey Results and Construct a Market Line
  • Verify Data
  • Statistical Analysis
  • Update the Survey Data
  • Construct a Market Pay Line
  • Setting Pay for Benchmark and Non-Benchmark Jobs
  • Combine Internal Structure and External Market Rates
  • From Policy to Practice: The Pay-Policy Line
  • Choice of Measure
  • Updating
  • Policy Line as Percent of Market Line
  • From Policy to Practice: Grades and Ranges
  • Why Bother with Grades and Ranges?
  • Develop Grades
  • Establish Range Midpoints, Minimums, and Maximums
  • Overlap (and Midpoint Progression)
  • Multiple Pay Structures and Multiple Competitive Positions
  • From Policy to Practice: Broad Banding
  • Flexibility Control
  • Balancing Internal and External Pressures: Adjusting the Pay Structure
  • Reconciling Differences
  • Market Pricing
  • Business Strategy (More than “Follow the Leader”)
  • Review
  • Your Turn: Talen Energy Pay Structure (redux)
  • Still Your Turn: The Manager: An Endangered Corporate Role?
  • Questions:
  • Still (Yes, Still) Your Turn: Remote Work and Pay
  • Still (Yes, Really, Still) Your Turn: Word-of-Mouse: Dot-Com Comparisons
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 9: Pay-for-Performance: Theory and Evidence
  • Part Four: Employee Contributions: Determining Individual Pay
  • Chapter 9 Introduction
  • What Behaviors Do Employers Care About? Linking Organization Strategy to Compensation and Performance Management
  • What Does it Take to Get These Behaviors? What Theory Says
  • What Does it Take to Get These Behaviors? What Practitioners Say
  • Does Compensation Motivate Behavior?
  • Do People Join a Firm Because of Pay?
  • Do People Stay in a Firm (or Leave) Because of Pay?
  • Do Employees More Readily Agree to Develop Job Skills Because of Pay?
  • Do Employees Perform Better on Their Jobs Because of Pay for Performance? The Short Answer Is “Yes” (Especially Compared to the Alternative)
  • Designing a Pay-for-Performance Plan
  • Efficiency
  • Equity/Fairness
  • Compliance
  • Your Turn: Google’s (And Amazon’s?) Evolving Pay (PFP) Strategy
  • Questions:
  • Still Your Turn: Incentive/PFP Problems at Wells Fargo and Novartis
  • Questions:
  • Still (Yes, Still) Your Turn: Burger Boy
  • Questions:
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 10: Pay-for-Performance: Types of Plans
  • Chapter 10 Introduction
  • What Is a Pay-for-Performance Plan?
  • How Widely Used Is Pay for Performance (PFP)?
  • Multiple Pay for Performance (PFP) Plans Used in Combination
  • The Important Role of Promotion (Internal or External) in Pay for Performance (PFP)
  • Pay-for-Performance: Merit Pay Plans
  • Pay-for-Performance: Short-Term Incentive Plans (Individual-Based)
  • Merit Bonuses (aka Lump-Sum Bonuses)
  • Individual Spot Awards
  • Individual Incentive Plans
  • Individual Incentive Plans: Returns (but also Risks)
  • Pay-for-Performance: Short-Term Incentive Plans (“Group”-Based)
  • Comparing Group and Individual Incentive Plans
  • Large Group Incentive Plans
  • Gain-Sharing Plans
  • Profit-Sharing Plans
  • Earnings-at-Risk Plans
  • Group Incentive Plans: Advantages and Disadvantages
  • Group Incentive Plans: Examples
  • Pay-for-Performance: Long-Term Incentive Plans
  • Employee Stock Ownership Plans (ESOPs)
  • Performance Plans (Performance Share and Performance Unit)
  • Broad-Based Stock Plans (BBSPs)
  • Combination Plans: Mixing Individual and Group
  • Does Variable Pay (Short-Term and Long-Term Incentives) Improve Performance Results? The General Evidence
  • Your Turn: Relying on Bonuses: Paying for Performance and Variable (versus Fixed) Pay: Goldman Sachs
  • Questions:
  • Still Your Turn: (Still) Looking at Bonuses: The New York City Securities Industry
  • Questions:
  • Still (Yes, Still) Your Turn: Pay at Delta and American Airlines
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 11: Performance Appraisals
  • Chapter 11 Introduction
  • The Role of Performance Appraisals in Compensation Decisions
  • Performance Metrics
  • Strategies for Better Understanding and Measuring Job Performance
  • The Balanced Scorecard Approach
  • Strategy 1: Improve Appraisal Formats
  • Strategy 2: Select the Right Raters
  • Strategy 3: Understand How Raters Process Information
  • Strategy 4: Training Raters to Rate More Accurately
  • Strategy 5: Improving Rater Motivation and Opportunity to Rate More Accurately
  • Putting it All Together: The Performance Evaluation Process
  • “New” Performance Appraisal
  • A Checklist of Recommended Behaviors for Managers and Employees
  • Equal Employment Opportunity and Performance Evaluation
  • Tying Pay to Subjectively Appraised Performance (Merit Pay)
  • Competency: Customer Care
  • Performance- and Position-Based Guidelines
  • Designing Merit Guidelines
  • Your Turn: Dealing with Performance Feedback
  • Questions:
  • Still Your Turn: AI and Performance Management (PM)
  • Questions:
  • Still (Yes, Still) Your Turn: Performance Appraisal at American Energy Development
  • Background
  • Present
  • Billy Ray Jenson
  • Elizabeth Andrews
  • The Performance Appraisal System
  • John Robertson’s Concerns
  • John’s Action
  • Questions for You
  • Summary
  • Review Questions
  • Appendix 11-A: Balanced Scorecard Example: Department of Energy (Federal Personal Property Management Program)
  • The Bsc Perspective
  • ObJectives, Measures, and Targets
  • Appendix 11-B: Sample Appraisal Form for Leadership Dimension: Pfizer Pharmaceutical Performing for Results
  • Performing for Results
  • Endnotes
  • Chapter 12: The Benefit Determination Process
  • Part Five: Employee Benefits
  • Chapter 12 Introduction
  • Overview
  • Why the Growth in Employee Benefits?
  • Wage and Price Controls
  • Unions
  • Employer Impetus
  • Cost (Including Tax) Effectiveness of Benefits
  • Government Impetus
  • The Value of Employee Benefits
  • Key Issues in Benefit Planning, Design, and Administration
  • Benefits Planning and Design Issues(back to External Competitiveness)
  • Benefit Administration Issues
  • Components of a Benefit Plan
  • Employer Factors
  • Employee Factors
  • Administering the Benefit Program
  • Employee Benefit Communication
  • Cost Containment
  • Your Turn: Ozempic and Other Prescription Drugs for Weight Loss: The Employer Decision to Cover (Pay) or Not
  • Questions:
  • Still Your Turn: Long Hours in Banking: Concerns for Employee Health and Well-being
  • Questions:
  • Still (Yes, Still) Your Turn: World Measurement
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 13: Benefit Options
  • Chapter 13 Introduction
  • Legally Required Benefits
  • Workers’ Compensation
  • Social Security: Old Age, Survivors, Disability & Health (OASDI) + Medicare
  • Unemployment Insurance
  • Family and Medical Leave Act (FMLA)
  • Consolidated Omnibus Budget Reconciliation Act (COBRA)
  • Health Insurance Portability and Accountability Act (HIPAA)
  • Retirement and Savings Plan Payments
  • Defined Benefit Plans
  • Defined Contribution Plans
  • Individual Retirement Accounts (IRAs)
  • Selected Legal Issues with Retirement Benefits
  • Employee Retirement Income Security Act (ERISA)
  • Qualified Plans and Nondiscrimination Rules
  • How Much Retirement Income to Provide?
  • Life Insurance
  • Medical and Medically Related Payments
  • General Health Care
  • Health Care: Cost Control Strategies
  • Short- and Long-Term Disability
  • Dental Insurance
  • Vision Care
  • More Benefits
  • Paid Time Off During Working Hours
  • Payment for Time Not Worked
  • Family-Friendly Policies (Including Child Care, Family Leave, and Flexible Work)
  • Elder Care
  • Domestic Partner Benefits
  • Legal Insurance
  • Addressing Financial Precarity (and Financial Wellness)
  • Benefits (or Lack Thereof): Contingent and Alternative Work Arrangements Workers
  • Your Turn: Retirement: Helping Protect Employees from Themselves
  • Questions:
  • Still Your Turn: Evolving benefits: Paid Leave
  • Still (Yes, Still) Your Turn: Evolving Benefits: Telehealth
  • DISCUSSION QUESTIONS
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 14: Compensation of Special Groups: Executives and Others
  • Part Six: Extending the System
  • Chapter 14 Introduction
  • Special Groups: Overview
  • Supervisors
  • Corporate Directors
  • Executives
  • How Aligned are Executive Pay and Performance?
  • Say on Pay (Shareholder Votes)
  • Components of an Executive Compensation Package
  • Executive Compensation: Summary Compensation Table versus Compensation “Actually Paid”
  • Why Is Everyone So Interested in Executive Compensation? And. . . Some Different Perspectives
  • Scientists and Engineers in High-Tech Industries
  • Sales Forces
  • Designing a Sales Compensation Plan
  • Contingent Workers and Workers under Alternative Work Arrangements (Including Independent Contractors, Gig Workers)
  • Your Turn: Short Term Incentive Plan (“STIP”) and Compensation Actually Received (CAR) at General Motors
  • Still Your Turn: A Sports Sales Plan
  • Questions:
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 15: Union Role in Wage and Salary Administration
  • Chapter 15 Introduction
  • The Impact of Unions in Wage Determination
  • The Level of Compensation
  • The Structure of Compensation
  • Union Impact: The Spillover (or Threat) Effect
  • Role of Unions in Wage and Salary Policies and Practices
  • Role of Unions in Discipline, Job Security, and Assignments
  • Unions and Alternative Reward Systems (and Variable Pay)
  • Lump-Sum Awards/Bonuses
  • Employee Stock Ownership Plans (ESOPs)
  • Pay-for-Knowledge Plans
  • Gainsharing Plans
  • Profit-Sharing Plans
  • Your Turn: Profits at the Big Three: Workers and Stockholders
  • Questions:
  • Still Your Turn: Collective Bargaining and Compensation in Health Care
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 16: International Pay Systems
  • Chapter 16 Introduction
  • The Global Context
  • The Social Contract
  • Centralized or Decentralized Pay-Setting
  • Regulation
  • (National) Culture
  • Is National Culture a Major Constraint on Compensation?
  • Trade Unions and Employee Involvement
  • Ownership and Financial Markets
  • Managerial Autonomy
  • Comparing Costs (and Productivity)
  • Labor Costs (and Productivity)
  • Cost of Living and Purchasing Power
  • Employment Standards for Suppliers
  • Differences in Standard of Living: Poverty Rates
  • Comparing Systems
  • Japanese Traditional National System
  • German Traditional National System
  • Comparison of Traditional Systems in Japan, Germany, United States
  • Evolution and Change in the Traditional Japanese and German Models
  • Strategic Market Mind-Set
  • Localizer: “Think Global, Act Local”
  • Exporter: “Headquarters Knows Best”
  • Globalizer: “Think and Act Globally and Locally”
  • Expatriate Pay
  • Elements of Expatriate Compensation
  • The Balance Sheet Approach
  • Expatriate Systems ⟶ Objectives? Quel dommage!
  • Borderless World ⟶ Borderless Pay? Globalists
  • Your Turn: Globalization of the Labor Market: The English Premier League
  • QUESTIONS:
  • Still Your Turn: Apple Employment Code of Conduct for Suppliers
  • QUESTIONS:
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 17: Government and Legal Issues in Compensation
  • Part Seven: Managing the System
  • Chapter 17 Introduction
  • Government as Part of the Employment Relationship
  • Overviews
  • Fair Labor Standards Act of 1938
  • Minimum Wage
  • Overtime and Hours of Work
  • Child Labor
  • Living Wage
  • Employee or Independent Contractor?
  • Prevailing Wage Laws
  • Antitrust Issues
  • Pay Discrimination and Pay Equity: What Are They?
  • Pay Discrimination
  • Pay Equity
  • The Equal Pay Act (and Related State Laws)
  • Definition of Equal
  • Definitions of Skill, Effort, Responsibility, Working Conditions
  • Factors Other than Sex
  • “Reverse” Discrimination
  • Title VII of the Civil Rights Act of 1964 and Related Laws
  • Disparate Treatment
  • Disparate Impact
  • Executive Order 11246
  • Pay Discrimination and Dissimilar Jobs
  • Evidence of Discrimination: Use of Market Data
  • Evidence of Discrimination: Jobs of Comparable Worth
  • Pay Equity Broadly: More Recent Developments
  • Pay History Bans and Pay Transparency Laws
  • Pay History Bans
  • Pay Transparency Laws
  • Earnings Gaps
  • Sources of the Earnings Gaps
  • Compliance: A Proactive Approach
  • Your Turn: From Barista to Manager
  • Still Your Turn: The Case of Lady Gaga’s (Former) Personal Assistant
  • QUESTIONS:
  • Still (Yes, Still) Your Turn: Caitlin Clark’s Salary
  • Questions:
  • Summary
  • Review Questions
  • Endnotes
  • Chapter 18: Management: Making It Work
  • Chapter 18 Introduction
  • Managing Labor Costs and Revenues
  • Managing Labor Costs
  • Number of Employees (a.k.a.: Staffing Levels or Headcount)
  • Hours
  • Benefits
  • Average Cash Compensation (Fixed and Variable Components)
  • Budget Controls: Top Down and Bottom Up
  • Budget Controls: Bottom Up
  • Budget Controls: Embedded (Design)
  • Managing Revenues
  • Using Compensation to Retain (and Recruit) Top Employees
  • Managing Pay to Support Strategy and Change
  • Communication: Managing the Message
  • Pay Secrecy versus Transparency/Openness
  • Pay Communication: General Principles
  • Say What? (Or, What to Say?)
  • Opening the Books
  • Structuring the Compensation Function and its Roles
  • Centralization–Decentralization (and/or Outsourcing)
  • Ethics: Managing or Manipulating?
  • Your Turn: Communication by Copier
  • Still Your Turn: Managing Compensation Costs, Headcount, and Participation/Communication Issues
  • Still (Yes, Still) Your Turn: “Shopify Says No New Hires Unless AI Can’t Do the Job”
  • Questions:
  • Summary
  • Review Questions
  • Endnotes
  • Glossary
  • Glossary
  • Name Index
  • Name Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
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  • W
  • X
  • Y
  • Z
  • Subject Index
  • Subject Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
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  • W
  • X
  • Y
  • Z
  • Accessibility Content: Extended Description for Images
  • Exhibit 1.6 Extended Description (Chapter 1)
  • Exhibit 1.7 Extended Description (Chapter 1)
  • Exhibit 2.2 Extended Description (Chapter 2)
  • Exhibit 2.4 Extended Description (Chapter 2)
  • Exhibit 2.5 Extended Description (Chapter 2)
  • Exhibit 2.7 Extended Description (Chapter 2)
  • Exhibit 2.8 Extended Description (Chapter 2)
  • Exhibit II.1 Extended Description (Chapter 3)
  • Exhibit 3.3 Extended Description (Chapter 3)
  • Exhibit 3.4 Extended Description (Chapter 3)
  • Exhibit 3.5 Extended Description (Chapter 3)
  • Exhibit 3.6 Extended Description (Chapter 3)
  • Exhibit 3.7 Extended Description (Chapter 3)
  • Exhibit 3.10 Extended Description (Chapter 3)
  • Exhibit 4.1 Extended Description (Chapter 4)
  • Exhibit 4.3 Extended Description (Chapter 4)
  • Exhibit 4.4 Extended Description (Chapter 4)
  • Exhibit 4.7 Extended Description (Chapter 4)
  • Exhibit 4.10 Extended Description (Chapter 4)
  • Exhibit 4.16 Extended Description (Chapter 4)
  • Exhibit 4.19 Extended Description (Chapter 4)
  • Exhibit 4.20 Extended Description (Chapter 4)
  • Exhibit 5.1 Extended Description (Chapter 5)
  • Exhibit 5.4 Extended Description (Chapter 5)
  • Exhibit 5.8 Extended Description (Chapter 5)
  • Exhibit 5.11 Extended Description (Chapter 5)
  • Exhibit 5.13 Extended Description (Chapter 5)
  • Exhibit 5.14 Extended Description (Chapter 5)
  • Exhibit 5.16 Extended Description (Chapter 5)
  • Exhibit 6.1 Extended Description (Chapter 6)
  • Exhibit 6.4 Extended Description (Chapter 6)
  • Exhibit 6.6 Extended Description (Chapter 6)
  • Exhibit III.2 Extended Description (Chapter 7)
  • Exhibit 7.3 Extended Description (Chapter 7)
  • Exhibit 7.4 Extended Description (Chapter 7)
  • Exhibit 7.5 Extended Description (Chapter 7)
  • Exhibit 7.6 Extended Description (Chapter 7)
  • Exhibit 7.7 Extended Description (Chapter 7)
  • Exhibit 7.17 Extended Description (Chapter 7)
  • Exhibit 7.18 Extended Description (Chapter 7)
  • Exhibit 7.19 Extended Description (Chapter 7)
  • Exhibit 7.20 Extended Description (Chapter 7)
  • Exhibit 7.21 Extended Description (Chapter 7)
  • Exhibit 8.4 Extended Description (Chapter 8)
  • Exhibit 8.7 Extended Description (Chapter 8)
  • Exhibit 8.8 Extended Description (Chapter 8)
  • Exhibit 8.11 Extended Description (Chapter 8)
  • Exhibit 8.13 Extended Description (Chapter 8)
  • Exhibit 8.15 Extended Description (Chapter 8)
  • Exhibit 8.16 Extended Description (Chapter 8)
  • Exhibit 8.17 Extended Description (Chapter 8)
  • Exhibit 8.18 Extended Description (Chapter 8)
  • Exhibit 8.19 Extended Description (Chapter 8)
  • Exhibit 8.20 Extended Description (Chapter 8)
  • Exhibit 8.21 Extended Description (Chapter 8)
  • Exhibit 8.23 Extended Description (Chapter 8)
  • Exhibit 8.23 Extended Description (Chapter 8)
  • Exhibit 8.26 Extended Description (Chapter 8)
  • Exhibit IV.1 Extended Description (Chapter 9)
  • Exhibit 9.1 Extended Description (Chapter 9)
  • Exhibit 9.2 Extended Description (Chapter 9)
  • Capabilities of a District Manager Extended Description (Chapter 11)
  • Exhibit V.1 Extended Description (Chapter 12)
  • Exhibit 12.2 Extended Description (Chapter 12)
  • Exhibit 12.8 Extended Description (Chapter 12)
  • Exhibit 13.8 Extended Description (Chapter 13)
  • Exhibit 13.10 Extended Description (Chapter 13)
  • Exhibit VI.1 Extended Description (Chapter 14)
  • Exhibit 14.14 Extended Description (Chapter 14)
  • Exhibit 14.17 Extended Description (Chapter 14)
  • Exhibit 14.18 Extended Description (Chapter 14)
  • Exhibit 15.4 Extended Description (Chapter 15)
  • Exhibit 16.1 Extended Description (Chapter 16)
  • Exhibit 16.2 Extended Description (Chapter 16)
  • Exhibit 16.3 Extended Description (Chapter 16)
  • Exhibit 16.4 Extended Description (Chapter 16)
  • Exhibit 16.5 Extended Description (Chapter 16)
  • Exhibit 16.6 Extended Description (Chapter 16)
  • Exhibit 16.9 Extended Description (Chapter 16)
  • Exhibit 16.17 Extended Description (Chapter 16)
  • Exhibit 16.20 Extended Description (Chapter 16)
  • Exhibit 16.23 Extended Description (Chapter 16)
  • Exhibit VII.1 Extended Description (Chapter 17)
  • Exhibit 17.3 Extended description (Chapter 17)
  • Exhibit 17.9 Extended Description (Chapter 17)
  • Exhibit 17.11 Extended Description (Chapter 17)
  • Exhibit 17.12 Extended Description (Chapter 17)
  • Exhibit 17.13 Extended Description (Chapter 17)
  • Exhibit 17.14 Extended Description (Chapter 17)
  • Exhibit 17.15 Extended Description (Chapter 17)
  • Exhibit 18.1 Extended Description (Chapter 18)
  • Exhibit 18.2 Extended Description (Chapter 18)
  • Exhibit 18.3 Extended Description (Chapter 18)
  • Exhibit 18.4 Extended Description (Chapter 18)
  • Exhibit 18.6 Extended Description (Chapter 18)
  • Exhibit 18.7 Extended Description (Chapter 18)
  • Exhibit 18.12 Extended Description (Chapter 18)