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Articles 1 - 30 of 91
Full-Text Articles in Human Resources Management
In The Hands Of Employees, Dow Scott, M Reilly, J Andrzejewski
In The Hands Of Employees, Dow Scott, M Reilly, J Andrzejewski
Dow Scott
No abstract provided.
Revolutionizing Workplace Culture Through Scanlon Gain Sharing, Dow Scott, Paul Davis
Revolutionizing Workplace Culture Through Scanlon Gain Sharing, Dow Scott, Paul Davis
Dow Scott
No abstract provided.
Is There Merit In Merit Pay? A Survey Of Reward Professionals., Dow Scott, R. Somersan, B. Repsold
Is There Merit In Merit Pay? A Survey Of Reward Professionals., Dow Scott, R. Somersan, B. Repsold
Dow Scott
No abstract provided.
Assessing Reward Effectiveness: A Survey Of Reward, Hr, And Line Executives, Dow K. Scott, T. Mcmullen
Assessing Reward Effectiveness: A Survey Of Reward, Hr, And Line Executives, Dow K. Scott, T. Mcmullen
Dow Scott
No abstract provided.
Help Revising The Undergraduate Business Programs, Dow Scott
Help Revising The Undergraduate Business Programs, Dow Scott
Dow Scott
Loyola’s Institute of Human Resources and Employment Relations (HRER) and the Quinlan School of Business are seeking input on revitalizing our undergraduate business major. We need to learn what technical, analytic and interpersonal skills you seek from undergraduate students that you hire and how we can prepare them to be more effective once they are on the job. Please RSVP to Jenny Fernandes at Loyola University (jfernandes1@luc.edu or 312.915.6119) as to which events you will attend. We very much appreciate your help with this effort. Sincerely, Dow Scott, Ph.D. Professor of Human Resources dscott@luc.edu; 312.915.6597
Help Us Build A Better Relationship With The Business Community, Dow Scott
Help Us Build A Better Relationship With The Business Community, Dow Scott
Dow Scott
Loyola’s Institute of Human Resources and Employment Relations (HRER) and the Quinlan School of Business are seeking input on how we can best support the Chicago business community. We need your help articulating how a long-term mutually beneficial relationship can be established and maintained.
Rewards Next Practices: 2013 And Beyond, Dow K. Scott, T. Mcmullen
Rewards Next Practices: 2013 And Beyond, Dow K. Scott, T. Mcmullen
Dow Scott
No abstract provided.
Six Steps To Implement A Mentor Program., Dow Scott, S. Patel, D. Klien, D. Moyer
Six Steps To Implement A Mentor Program., Dow Scott, S. Patel, D. Klien, D. Moyer
Dow Scott
No abstract provided.
Are You Spending Your Company's Compensation Dollars Wisely?, Dow Scott
Are You Spending Your Company's Compensation Dollars Wisely?, Dow Scott
Dow Scott
Compensation costs are the largest single expense most organizations have—ranging from 15 to 20 percent in manufacturing to more than 80 percent in the human services industry. Recognizing the strategic impact of compensation, senior executives want to know if these dollars are being spent effectively. However, few organizations systematically evaluate their pay programs or only do so in the most rudimentary fashion.
Blending General Increases With A Pay-For-Performance Policy, Dow Scott
Blending General Increases With A Pay-For-Performance Policy, Dow Scott
Dow Scott
T he system of awarding annual across-the-board merit raises— central to how most employees are paid—no longer makes sense.
Pay Perceptions And Their Relationships With Cooperation, Commitment And Intent To Quit: A Field Study, J Shields, Dow Scott, J Bishop, P Goelzer
Pay Perceptions And Their Relationships With Cooperation, Commitment And Intent To Quit: A Field Study, J Shields, Dow Scott, J Bishop, P Goelzer
Dow Scott
This study examines how perceived in-role (or horizontal) pay differences and understanding of the pay system influence three key performance-related attitudes, namely, organizational commitment, willingness to cooperate, and intent to quit, both directly and indirectly via perceived pay fairness. Toward this end, we apply structural equation modeling to self-report survey-based evidence collected from full-time employees in a major United States supermarket licensing group (n = 159). As expected, perception of wide pay differences was negatively related to pay fairness, while pay understanding was positively related to it. Pay fairness played a pivotal mediating role in strengthening organizational commitment and reducing …
Rentention Of Key Talent And The Role Of Rewards, Dow Scott
Rentention Of Key Talent And The Role Of Rewards, Dow Scott
Dow Scott
Retention of key talent – those employees who are the strongest performers, have high potential, or are in critical jobs – is particularly important during economic recoveries when organizations compete more aggressively for market share and talent. Key talent disproportionally contributes to current and future organization performance since key employees often become organization leaders or employees with unique skills. In today’s world it is more challenging to hide your top talent because of social media applications like Linked In openly promote their capabilities and accomplishments. Furthermore, top talent can compare the “deal” or pay package they currently receive with that …
An Investigation Of Determinants Of Turnover Intention Among Truck Drivers In The Usa., Al Arkoubi, J. W. Bishop, Dow Scott
An Investigation Of Determinants Of Turnover Intention Among Truck Drivers In The Usa., Al Arkoubi, J. W. Bishop, Dow Scott
Dow Scott
No abstract provided.
Does Trust In Top Management Mediate Top Management Communication, Employee Involvement And Organizational Commitment Relationships?, A. Mahajan, J. W. Bishop, Dow Scott
Does Trust In Top Management Mediate Top Management Communication, Employee Involvement And Organizational Commitment Relationships?, A. Mahajan, J. W. Bishop, Dow Scott
Dow Scott
No abstract provided.
Retention Of Key Talent And The Role Of Rewards, Dow Scott, T. Mcmullen, M. Royal
Retention Of Key Talent And The Role Of Rewards, Dow Scott, T. Mcmullen, M. Royal
Dow Scott
No abstract provided.
Reward Fairness: Slippery Slope Or Manageable Terrain?, Dow Scott, T. D. Mcmullen, M. Royal
Reward Fairness: Slippery Slope Or Manageable Terrain?, Dow Scott, T. D. Mcmullen, M. Royal
Dow Scott
No abstract provided.
The Role Of Rewards In Building Employee Engagement: A Survey Of Rewards Professionals, Dow Scott, T D. Mcmullen, M Royal
The Role Of Rewards In Building Employee Engagement: A Survey Of Rewards Professionals, Dow Scott, T D. Mcmullen, M Royal
Dow Scott
No abstract provided.
Rewards Communication In Australia: A Survey Of Policies And Programs, J Shields, Dow Scott, R S. Sperling, T Higgins
Rewards Communication In Australia: A Survey Of Policies And Programs, J Shields, Dow Scott, R S. Sperling, T Higgins
Dow Scott
Human resources (HR) and compensation professionals in Australia were surveyed to determine how they communicate rewards information to employees. The rewards communications survey examined five reward components: organization reward strategy and philosophy, base pay, base-pay increases, short-term variable pay and benefits. This research found that HR and compensation professionals believe that rewards communication is important, even to the degree that it affects organizational performance, employee satisfaction with pay, employee retention and employee motivation. They also believe that most employees have limited understanding of the purpose of reward programs and how they work; in fact, many do not understand aspects of …
Reward Alignment: High Hopes And Hard Facts, Dow Scott, T D. Mcmullen, J Shields, B Bowbin
Reward Alignment: High Hopes And Hard Facts, Dow Scott, T D. Mcmullen, J Shields, B Bowbin
Dow Scott
No abstract provided.
Pay Communication: A Reality Check, J. Brookshire, M. Hudson, K. Kessel, M Mcanally, Dow Scott, Sperling. S. R., P. Weatherhead
Pay Communication: A Reality Check, J. Brookshire, M. Hudson, K. Kessel, M Mcanally, Dow Scott, Sperling. S. R., P. Weatherhead
Dow Scott
No abstract provided.
A Study Of Rewards Communications: Methods For Improvement Of Employee Understanding, Dow Scott, R S. Sperling, T D. Mcmullen, B Bowbin
A Study Of Rewards Communications: Methods For Improvement Of Employee Understanding, Dow Scott, R S. Sperling, T D. Mcmullen, B Bowbin
Dow Scott
No abstract provided.
Scanlon Principles And Processes: Building Excellence At Watermark Credit Union, Dow Scott, P Davis, C Cockburn
Scanlon Principles And Processes: Building Excellence At Watermark Credit Union, Dow Scott, P Davis, C Cockburn
Dow Scott
No abstract provided.
Reward Programs: What Works And What Needs To Be Improved, Dow Scott, T D. Mcmullen, R S. Sperling, B Bowbin
Reward Programs: What Works And What Needs To Be Improved, Dow Scott, T D. Mcmullen, R S. Sperling, B Bowbin
Dow Scott
No abstract provided.
Evaluating Pay Program Effectiveness, Dow Scott, D Morajda, T D. Mcmullen
Evaluating Pay Program Effectiveness, Dow Scott, D Morajda, T D. Mcmullen
Dow Scott
No abstract provided.
Evaluating Pay Program Effectiveness: A National Survey Of Compensation And Human Resource Professionals, Dow Scott, T D. Mcmullen, R S. Sperling
Evaluating Pay Program Effectiveness: A National Survey Of Compensation And Human Resource Professionals, Dow Scott, T D. Mcmullen, R S. Sperling
Dow Scott
No abstract provided.
The Future Of Compensation Professionals: According To Your Colleagues, B Manny, T D. Mcmullen, R S. Sperling, Dow Scott
The Future Of Compensation Professionals: According To Your Colleagues, B Manny, T D. Mcmullen, R S. Sperling, Dow Scott
Dow Scott
No abstract provided.
Dimensions Of Interpersonal Relationships And Safety In The Steel Industry, G W. Watson, Dow Scott, J W. Bishop, T Turnbeaugh
Dimensions Of Interpersonal Relationships And Safety In The Steel Industry, G W. Watson, Dow Scott, J W. Bishop, T Turnbeaugh
Dow Scott
This paper extends theories explaining the influence of social determinants on workplace safety. Specifically, we applied social capital theory’s emphasis of trust, shared norms, and faithfulness to obligations to the outcomes of at-risk behavior and perceptions of a safe work environment. Data provided by 395 employees of a major steel company supported the hypothesis that shared employee norms predicted both perceptions of work environment safety and at-risk behavior, trust in supervisor predicted perceptions of a safe work environment, and belief in management’s safety values predicted at-risk behaviors.
An Inside Look At Compensation Committees, M Reilly, Dow Scott
An Inside Look At Compensation Committees, M Reilly, Dow Scott
Dow Scott
No abstract provided.
The Fiscal Management Of Compensation Programs, Dow Scott, T D. Mcmullen, R S. Sperling
The Fiscal Management Of Compensation Programs, Dow Scott, T D. Mcmullen, R S. Sperling
Dow Scott
No abstract provided.
A Construct Validity Study Of Commitment And Perceived Support Variables: A Multi-Foci Approach Across Different Team Environments, J W. Bishop, Dow Scott, M G. Goldsby, R L. Cropanzano
A Construct Validity Study Of Commitment And Perceived Support Variables: A Multi-Foci Approach Across Different Team Environments, J W. Bishop, Dow Scott, M G. Goldsby, R L. Cropanzano
Dow Scott
Social exchange theory suggests that employees feel commitment toward both their employing organizations and their work teams, while also experiencing varying levels of support from these same entities. Unfortunately, previous work has neither fully explored this possibility nor tested the capacity of currently available instruments to adequately measure the distinctiveness of the associated constructs. To address this need, we collected data from 902 employees in four diverse organizations. As predicted, respondents distinguished among organizational commitment, team commitment, organizational support, and team support. Furthermore, as predicted, perceived support from an entity predicted commitment to that same entity.