Compensation ISE

Höfundur: GERHART (Útgáfa: 15)
Compensation ISE

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781264553631
Print ISBN
9781265479862
Format
ePub
Útgáfa
15
Höfundar
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
  • V
  • 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
  • V
  • 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)