Includes bibliographical references and index.

PART I: Introducing the Pay Model and Pay Strategy Chapter 1: The Pay Model Chapter 2: Strategy: The Totality of Decisions PART II: Internal Alignment: Determining the Structure Chapter 3: Defining Internal Alignment Chapter 4: Job Analysis Chapter 5: Job-Based Structures and Job Evaluation Chapter 6: Person-Based Structures PART III: External Competitiveness: Determining the Pay Level Chapter 7: Defining Competitiveness Chapter 8: Designing Pay Levels, Mix, and Pay PART IV: Employee Contributions: Determining Individual Pay Chapter 9: Pay-for-Performance: Theory and Evidence Chapter 10: Pay-for-Performance: Types of Plans Chapter 11: Performance Appraisals PART V: Employee Benefits Chapter 12: The Benefit Determination Process Chapter 13: Benefit Options PART VI: Extending the System Chapter 14: Compensation of Special Groups: Executives and Others Chapter 15: Union Role in Wage and Salary Administration Chapter 16: International Pay Systems PART VII: Managing the System Chapter 17: Government and Legal Issues in Compensation Chapter 18: Management: Making It Work

"You can't read a news article or blog today without someone talking about compensation (wages/salaries, but also benefits like health care and retirement). Compensation is uniquely important in organizations because it typically represents the single largest operating cost, especially where employee skills or human capital are the source of competitive advantage (e.g., Google/Alphabet, Facebook; investment banking, law, accounting, and consulting firms; professional sports teams; universities). Compensation is also important because employees regularly report it as the most important factor that goes into their decision of whether to take a job or stay in a job"--

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College of Business and Accountancy Bachelor of Science in Business Administration Major in Human Resource Mgt

Text in English