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- Emotional labor (1)
- Executive Compensation; CEO; CEO Pay; Pay; Income Disparity; Organizational Justice; Executive Performance Measurement; Agency Theory; Labor Market; CSR (1)
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Articles 1 - 3 of 3
Full-Text Articles in Business
Employee Perceptions Of Well-Being Programs, Alice V. Edwards, Susan Marcus
Employee Perceptions Of Well-Being Programs, Alice V. Edwards, Susan Marcus
Journal of Social, Behavioral, and Health Sciences
Measuring the effectiveness of well-being programs in the workplace is important for optimizing the return on investment and selection of programs that meet organizational objectives. A pilot study was performed to assess employee well-being using the Happiness Mini-Survey and a one-sample pre–post study design intended to quickly allow employees to subjectively rate their well-being before and after participating in various classes as part of a well-being program. The findings demonstrated statistical significance in employee subjective ratings; they reported feeling better emotionally, physically, and mentally after participating in the classes. The employees’ self-rating for stress level also had statistically significant improvement …
A Multifaceted View Of Ceo Compensation And Performance: A Case Study, John Nirenberg
A Multifaceted View Of Ceo Compensation And Performance: A Case Study, John Nirenberg
Journal of Sustainable Social Change
This case addresses CEO pay, a topic that annually stimulates the question of whether or not executive compensation is based on performance or something else and why it is so high in absolute terms. The societal impact of the new class of executives among the largest companies in the United States set apart from the rest of the world in a cocoon of wealth and privilege inflames resentment among workers, widens an already unfathomable distance between those at the top and the rest of us, and endangers the social amity among citizens of the polity . Positive social change might …
Can Four Generations Create Harmony Within A Public-Sector Environment?, Glenda B. Arrington, Rocky J. Dwyer
Can Four Generations Create Harmony Within A Public-Sector Environment?, Glenda B. Arrington, Rocky J. Dwyer
International Journal of Applied Management and Technology
The purpose of this quantitative study was to examine the relationship between generational cohort and cohort perceptions of managerial effectiveness within the context of the federal public service. Data in this study were derived from the Federal Employee Viewpoint Survey, which included 421,748 full-time, part-time, and nonseasonal federal government employees geographically dispersed across the United States and overseas. The results of the study indicated that ratings of managerial effectiveness by all four generational cohorts for all three levels of managers studied were relatively high with correlation coefficients ranging from .96 to .99. However, the only cohort association that consistently had …