Chapter 4: Components of Compensation Strategy * The first strategic decision is about the relative proportions of base pay, performance pay, and indirect pay to include in the compensation mix. * Three other choices follow – what method(s) should be used for establishing base pay, what type(s) of performance pay(if any) should be provided, and which elements of indirect pay should be included. Compensation Mix choices: Base pay job evaluation, market pricing, and pay for knowledge
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BUSINESS EXPENSES 11 5. INDUCTION 12 6. HEALTH, SAFETY & ENVIRONMENT 13 6.1 Smoking 13 6.2 Alcohol, Drugs (& Other Substance Abuse) 14 6.3 Manual Handling 14 6.4 Workers’ Compensation 15 6.5 Total & Permanent Disability 15 7. PERFORMANCE MANAGEMENT SYSTEM 16 7.1 Introduction 16 7.2 Performance Management Philosophy 16 7.3 Position Descriptions 16 7.4 Probationary Period Reviews 17 7.5 Performance Appraisals 18 7.6 Professional & Personal Development 19 7.7 Superannuation
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Rhea Balangawan HR23B 7:30-9:00 TTh January 14, 2014 BSBA-HRDM4 Manual on Labor Standards Minimum wage Republic Act No. 6727 (also known as the “Wage Rationalization Act”) mandates the fixing of the minimum wages applicable to different industrial sectors, namely, non-agriculture, agriculture plantation, and nonplantation, cottage/handicraft, and retail/service, depending on the number of workers or capitalization
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a workplace. Question 2 Jennifer would need to have a very effective system in place that trains the skilled workers, have extensive background screenings as well as a policy and procedure orientation with efficient salary and health care compensation package. Her package can be well rounded with promotion benefits, vacations and incentives that will be available. Once the hiring and screening have taken place I would be ideal to set up a training/orientation of the practices that are excepted
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According to Business Week and the Bureau of Labor Statistics, the average CEO compensation, including base salary and annual bonus, was $1.2 million in 1989, which was 45 times the blue-collar wage. In just ten years time, the average has significantly rose to $12.4 million, which was 475 times the blue-collar wage. This phenomenon revealed that companies are putting increasing emphasis on the CEO’s pay packages, holding a belief that better company performance could be achieved from a higher pay
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needs don’t conflict with work related operations. The problem with sick days, as described in the case study, was that employees were abusing those days and using them for personal or family situations. These unexpected absences put a strain on management when they have to find a solution to the employee not being there at the last moment. It
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Course outline for BUSN85 STRATEGIC CORPORATE FINANCE, Fall 2014, 7.5 credits Introduction The main objective of the course is to further your understanding of the theory and econometrics of corporate finance beyond what is covered in previous courses in corporate finance (esp BUSN92 Empirical Corporate Finance). It is not necessary to have completed BUSN92 Empirical Corporate Finance (corporate finance students), nor BUSN80 Financial Econometrics and BUSN81 Theory of Corporate Finance (MSc finance
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contributions. 2. ___________ bridge the gap between organizational objectives and individual expectations and aspirations. A. Financial systems B. Corporate compensation systems C. Employment practices D. Rewards Correct: The Correct Answer is: D. Organizational reward systems and compensation systems design involves working out tradeoffs among somewhat seriously-conflicting objectives. 3. Reviews of both laboratory and field tests of _____________ are quite consistent
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Compensation Strategies Table of Contents Executive Summary 3 Introduction 5 Research Findings 6 Health Benefits 6 Retirement Planning 7 Employee Rewards and Incentives 8 Recommendations 10 Conclusion 11 References 12 Executive Summary We need to re-evaluate our current employee package. Our compensation strategy needs an entire tune-up. We do not offer competitive benefits that will entice the type of employees we want working for our
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BANGLADESH LABOUR LAW 2006-(RMG SECTOR) Table of Contents Page No. PART 1: WORKING CONDITIONS ..........................................................................................1 1.1 WAGES...............................................................................................................................4 1.1.1 Definition ................................................................................................................. 4 1.1.2 Persons responsible for the payment
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