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- Keyword
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- Bonuses; Compensation; Seasonal employment; Employees; Retention; Long term (1)
- Charities; Donations; Tax base; Corporate headquarters (1)
- Compensation; Job titles; Compensation costs; Cost control; Employment policies; Wages & salaries (1)
- Firefighters; Arbitration; Compensation; Labor disputes; Labor contracts; Collective bargaining; Labor market (1)
- Motivation; Pay for performance; Employee morale; Timing issues; Employees; Incentives (1)
Articles 1 - 7 of 7
Full-Text Articles in Labor Relations
Sabbaticals, Kevin F. Hallock
Sabbaticals, Kevin F. Hallock
Economics Faculty Publications
With the year end upon you and many workplaces closing, reducing hours or accommodating employee vacations because of the holidays, this column focuses on rewards in the form of time away from work that is not so common -- sabbaticals. Sabbaticals are a generous benefit to those workers who have them. And they can clearly be an important part of a total rewards package. According to inc.com, while 5% of firms in the US offer sabbaticals, 25% of the companies listed in "Best Companies to Work For" offer them. Corporate sabbaticals, however, aren't typically as generous in length as those …
Retention Pay, Kevin F. Hallock
Retention Pay, Kevin F. Hallock
Economics Faculty Publications
In many seasonal jobs, such as store clerks during the holiday shopping season, retention is about employers wanting as little employee turnover as possible during the small window they have each year to earn a big part of their profits. One way seasonal businesses might persuade workers to stay is with some sort of cash bonus paid for staying until the season's end or by paying a substantially higher wage at the very end. While the summer beach of Cape Cod may feel worlds away from the corporate office, the need to consider retention strategies for key employees is universal. …
Paid Workers And Volunteers, Side By Side, Kevin F. Hallock
Paid Workers And Volunteers, Side By Side, Kevin F. Hallock
Economics Faculty Publications
Millions of Americans volunteer annually and, on average, volunteers are highly skilled individuals. With unpaid volunteers working alongside W2-paid employees, sometimes it is difficult in a workplace to distinguish one from the other. Motivations for volunteering are many and the author does not intend to fully explore the myriad reasons identified by social scientists for this behavior, including to gain experience, create a path to a paid job, offer service to others or gain personal recognition. An interesting study of volunteerism is Richard Freeman's Working for Nothing: The Supply of Volunteer Labor. Using data from a unique survey, Freeman showed …
Pay, Corporate Location And Donations To Charity, Kevin F. Hallock
Pay, Corporate Location And Donations To Charity, Kevin F. Hallock
Economics Faculty Publications
State and local governments direct a great deal of effort (and resources) toward incenting companies to locate in their particular jurisdictions. The cited reasons for this effort are often the increase in jobs and boost to the local tax base. In "The Geography of Giving: The Effect of Corporate Headquarters on Local Charities", David Card, Enrico Moretti and the author investigated a number of issues related to the geographical location of corporate headquarters and charitable giving. It turns out that location does matter and the movement of highly paid employees does, too. There are at least two main channels through …
Paying To Put Out Fires, Kevin F. Hallock
Paying To Put Out Fires, Kevin F. Hallock
Economics Faculty Publications
There is surprisingly little academic work on the compensation of firefighters. This may be, in part, because their wages are often set by collective bargaining agreements and that those paid as firefighters are regularly paid by seniority. But many aspects of the labor market can still be studied through this interesting occupation, including labor unions, compensation for job risk and even volunteerism. Consider the mountains of papers on Fortune 500 CEOs relative to the number (500) of employees doing this job in the US. In contrast, consider the tiny number of papers on firefighters relative to the large numbers who …
What Have You Done For Me Lately?, Kevin F. Hallock
What Have You Done For Me Lately?, Kevin F. Hallock
Economics Faculty Publications
The author considers the question of whether some occupations or pay plans can create incentives to strategically time employees' best performance and what problems that might create. There certainly is plenty of evidence across a set of industries that the timing of performance can have real effects on the compensation of employees. To the extent that this gives employees (athletes, salespeople, executives, and others) incentives to shift the timing of effort in ways that may not be in the best interests of the employer, shareholders, and other constituents is certainly something worth thinking about if you want to better curb …
Titles As Compensation, Kevin F. Hallock
Titles As Compensation, Kevin F. Hallock
Economics Faculty Publications
Wages and salaries are just part of total rewards. Insurance, vacation time, bonuses, and working conditions are other important forms of compensation. Each of these costs the organization something. But there are other attributes of jobs -- less easily measured in dollars -- that employees value. These can include colleagues, company reputation, and even job titles. At the margin it is possible to imagine a tradeoff between a higher salary and a job title. In fact, some have argued that some firms offer titles in absence of raises where salary budgets are slim. When thinking about job titles as a …