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Full-Text Articles in Business
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.
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.
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 …
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.
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.
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.
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.
Taking Control Of Your Counter-Offer Environment, Dow Scott, T D. Mcmullen, J Nolan
Taking Control Of Your Counter-Offer Environment, Dow Scott, T D. Mcmullen, J Nolan
Dow Scott
No abstract provided.
Linking Compensation Policies And Programs To Organizational Effectiveness, Dow Scott, R S. Sperling, T D. Mcmullen, M Wallace
Linking Compensation Policies And Programs To Organizational Effectiveness, Dow Scott, R S. Sperling, T D. Mcmullen, M Wallace
Dow Scott
No abstract provided.
Increasing Company Competitiveness: “Tuning-Up” Your Pay System, Dow Scott, D Morajda, J W. Bishop
Increasing Company Competitiveness: “Tuning-Up” Your Pay System, Dow Scott, D Morajda, J W. Bishop
Dow Scott
No abstract provided.
An Examination Of Country And Culture-Based Differences In Compensation Practices, A M. Townsend, Dow Scott, S E. Markham
An Examination Of Country And Culture-Based Differences In Compensation Practices, A M. Townsend, Dow Scott, S E. Markham
Dow Scott
This study explores the relationship between country-based and culture-based differences in pay practices. Pay data from forty-one manufacturing industries in twenty-eight countries across five different culture clusters were examined. Although significant differences were found between countries in terms of pay level, the largest portion of the variance in the relationship between wages and benefits is due to cultural affiliation. The implications for cultural clustering theory and internationally pay decisionmaking are discussed.