87:– Employee benefits refer to the non-wage advantages offered by employers alongside standard salaries or wages. The benefits included in this total compensation package are designed to attract, retain, and motivate employees, while also improving their well-being and job satisfaction. Health insurance can cover medical expenses and promote overall health. Dental and vision insurance is available for routine care and corrective needs. Additionally, mental health support helps employees manage stress and emotional challenges. Retirement plans such as 401(k)s and pensions assist employees in saving for their future, while stock options connect their interests with the success of the company. Opportunities for professional development, including training programs and educational assistance, facilitate career advancement. Benefits related to work-life balance, such as paid time off, flexible work arrangements, and parental leave, assist employees in addressing personal and family responsibilities while enhancing job satisfaction.
66:– a fixed monetary reward paid by an employer to an employee. This refers to the regular amount of money that an employee receives consistently. The basic salary, often referred to as the base or fixed salary, is the set amount that an employee receives for their standard work. This figure does not include extra compensation such as bonuses or benefits. The total compensation package includes a crucial component that is usually represented as an annual, monthly, or hourly rate. The basic salary is influenced by several factors, including industry standards, the individual's experience, job responsibilities, and legal regulations such as minimum wage laws. This also forms the foundation for determining additional payments such as overtime, bonuses, and deductions for taxes or social security. While it constitutes the main component of pay, additional benefits and incentives contribute to an employee's total compensation package.
72:– a non-fixed monetary reward paid by an employer to an employee. Variable pay is a flexible and performance-based part of total compensation that can greatly influence employee motivation and contribute to the success of the organization. It is a compensation system where part of an employee's earnings is tied to their individual performance, team success, or the organization’s overall outcomes, unlike fixed salary, which is guaranteed. This approach motivates employees to meet specific goals or performance standards, and the criteria for earning variable pay vary by company and industry. Common forms of variable pay include performance bonuses, sales commissions, profit sharing, stock options, and incentive programs. It aims to align employee actions with organizational goals, enhance performance, and attract or retain talent by offering the chance for additional earnings based on results.
44:
packages provided by the employer to enhance the cash compensation. Benefits typically encompass health coverage, income protection, savings, and retirement programs, all of which offer security for employees and their families. Benefits, often referred to as indirect compensation, are provided to employees through various plans instead of cash payments. These are including health insurance, retirement or pension plans retirement benefits, vacation time, sick time or other paid time off, flexible work arrangements including remote, hybrid or windowed work, healthcare savings account (HSA), flexible spending account (FSA) for healthcare or dependent care costs, transit benefit account, training or continued education subsidies, childcare subsidies, work from home equipment reimbursement, employee recognition programs, meal reimbursement and etc.
223:: In the context of corporate finance and compensation, a bonus is a form of additional compensation awarded to employees, typically based on performance metrics or achieving specific goals. Bonuses can be monetary or non-monetary and are often used to incentivize employees to meet or exceed their performance targets. In the case of executive compensation, bonuses may be tied to various performance measures, which can include both financial metrics (like earnings per share or return on equity) and non-financial metrics (such as customer satisfaction or employee engagement) 5. Bonuses are usually structured to align the interests of executives with those of shareholders and can play a significant role in motivating and rewarding high performance .
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According to Kroll and
Porumbescu (2107), “ expectations of low extrinsic rewards led to higher reported intrinsic and prosocial motivation”. This suggests that employees who perceive top positions as unattainable might devalue the importance of higher pay and instead focus on intrinsic aspects of their current roles. Such cognitive adjustments could decrease the motivational effects predicted by tournament theory, especially for employees who consistently fail to win promotions. Organizations implementing tournament-style structures should be aware of this potential “sour grapes” effect and consider ways to maintain motivation across all levels of the hierarchy.
97:, restricted stock, stock appreciation rights (SARs), and employee stock purchase plans (ESPPs). Equity compensation offers a significant advantage for companies by enabling them to reward employees without affecting their cash flow directly. In turn, employees have the opportunity to receive financial benefits through ownership. This compensation may be provided right away or may require a vesting period, which means employees must remain with the company for a specified duration before obtaining full ownership. Startups usually designate 10-20% of the company's equity for employees, while the founders and investors retain the remaining shares.
209:: Profit-sharing is a compensation strategy in which employers distribute a portion of the company’s profits to employees, typically as an addition to their regular wages or salaries. The goal is to motivate employees by aligning their financial interests with the company’s overall performance. Effective profit-sharing plans require careful design, considering factors such as company size, employee participation, and a clear profit-sharing formula. If well-executed, profit-sharing can enhance employee motivation, productivity, and overall organization performance, particularly in environments that emphasize teamwork and collaboration .
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employees, mistrust, low morale, anger and even the adoption of legal actions. Workers can make the evaluation of internal equity regarding two main points. On the one hand, procedural justice is the person's perceived fairness of the process (assigned tasks) and procedures used to make decisions about him/her. On the other hand, distributive justice refers to the perceived fairness in the distribution of outcomes (salaries). The classic objectives of equity based compensation plans are retention, attraction of new hires and aligning employees’ and shareholders’ interests with the long-term success of the company.
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intrinsic motivation, or the desire to do something because it is enjoyable or rewarding in itself. If people come to expect external rewards for everything they do, they may lose their natural interest and internal drive for the task itself. However, it's important to note that overreliance on extrinsic rewards can sometimes lead to a decrease in intrinsic motivation. If people come to expect external rewards for everything they do, they may lose their natural interest and internal motivation for the task itself.
216:: Gainsharing is a highly effective incentive system that encourages employees to work collaboratively by rewarding performance improvements. By focusing on participation and teamwork, gainsharing motivates individuals to contribute beyond their standard responsibilities, resulting in enhanced problem-solving, cost reduction, timely delivery, and higher-quality outcomes. This collective effort ultimately benefits the organization’s bottom line, making gainsharing a valuable approach for achieving better results .
247:: Share schemes, such as stock options or Employee Stock Ownership Plans (ESOPs), offer employees a stake in the company by granting them shares. This aligns their interests with those of the shareholders, encouraging long-term commitment and fostering a sense of ownership. Employees benefit from the company’s success, as the value of their shares increases with the company's profitability, creating a powerful incentive for both individual and organizational success (Investopedia, 2024).
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change in status or remuneration in an organisation (e.g., promotion to a higher-paid position) or other extrinsic motivators can encourage employees to perform better within their role. Research on the long-term effects of higher vertical pay dispersion in an organisation are commonly negative, and usually are associated with dysfunctional behaviour in employees, increased employee turnover, short-sightedness, reduced teamwork and lower intrinsic motivation.
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organizations”. This concept has been correlated with numerous variables such preferences for reward, job satisfaction, commitment and performance. Literature suggests that an increased level of PSM is associated with an individual's desire to serve in the public interest. Public employees placed a significantly higher value on work that is helpful to society over their private sector counterparts. They also valued interesting work and
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1041:– the basic idea is that if an employee knows that his/her bonus depend on the occurrence of a specific event (or paid according to performance, or if a certain goal is achieved), then the employee will do whatever he/she can to secure this event (or improve their performance, or achieve the desired goal). In other words, the bonus is creating an incentive to improve business performance (as defined through the bonus plan).
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Flexi-time arrangements are beneficial for employees who have school going children or other commitments. These could include reduced hours, hours completed outside of normal work hours i.e. 40 hours per week but just not between the traditional 8am to 5pm. Other flexi-time arrangements include what is known as an 80 hour fortnight – usually a 9 hour day for 9 days and then the 10th day taken as time in lieu.
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short-term financial outcomes (and therefore a bonus) than a manager who is attempting to innovate his or her way to higher profits. When bonus plans are poorly thought out, they have the potential to damage employee performance and cause regulatory headaches. However, despite their failings, employees (and many employers) still view an effective bonus plan as the single greatest motivator in the workplace.
230:: Commissions are a type of incentive that can typically expressed as a percentage of sales revenue, gross profit, or a fixed amount per unit sold. In a full commission or straight commission plan, employees earn their income solely through commission. This model is commonly used in sales-driven environments to incentivize high performance by directly tying compensation to revenue generation .
592:(SAR). A stock option is defined as "a contract right granted to an individual to purchase a certain number of shares of stock at a certain price (and subject to certain conditions) over a defined period of time." Performance shares (PSU) awards of company stock given to managers and executives only if specified organization performance criteria are met, such as earnings per share target
747:. For example, a person receiving a bonus equal to 25% of base salary would have an 80/20 pay mix. Organizations often set the total cash compensation for sales people at a market level, then they split the total cash compensation into the base salary component and the incentive component following a 70/30 pay mix, while other (non-sales) employees may have a 90/10 pay mix.
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rewards do not work in a variety of settings common to the modern workplace. The failings of the bonus plan often relate to rewarding the wrong behaviour. For example, managers who keep to the status quo, fire valuable (expensive) employees, and engage in immoral business practices can achieve better
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Vertical pay dispersion has recently become a topic of political, social and news media discussions. In particular, special attention is paid toward cases where the difference of an executive director of an organisation is seen to be disproportionately high, when compared to the rest of the workforce
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The motivation for an employer to provide benefits can vary. While the overall intent of benefits is to keep employees satisfied with their employment, employers may provide benefits to mitigate disruption caused by increased union density and increased bargaining power. In other instances, employers
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is an important theory underpinning benefits, as it builds a social norm whereby an employer provides a 'positive' benefit, which is warmly received. In return the employee is inclined to provide positive workplace behaviour, strong productivity, and strong organisational commitment which is the bond
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While there is less research in this field, it is an important field, as benefits can create significant costs for employers, be they through compulsory means (e.g. compulsory pension schemes), or by the discretion of the employer (e.g. childcare allowances). Benefits can also be seen as an attractor
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Short-term incentives (STIs) are designed to reward exceptional performance achieved within a one-year period, focusing on past accomplishments. This retrospective approach ensures that employees are compensated based on measurable outcomes from the previous year. Common examples include profit
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In addition to base salary, allowances may be paid to an employee for specific purposes other than performing the job. These can include allowances for transportation, housing, meals, cost of living, seniority, or as payments in lieu of medical or pension benefits. The use of allowances varies widely
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External equity refers to the similarity of the practices of other organization of the same sector. If perceived like this, it can be said that the program is considered competitive or externally equitable. Usually, these comparisons are done in external labor markets where the wages vary. There are
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There can be short-term and long-term effects of vertical pay dispersion. Research suggests some short-term effects of vertical pay dispersion can lead to increased outputs and productivity in employees. This is based on the idea that competition is a driver of human motivation, and prizes such as a
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Tournament theory assumes that large pay disparities encourage employees to compete for better positions. However, cognitive dissonance theory suggests that when faced with seemingly unachievable rewards (like very high executive salaries), employees might engage in a “sour grapes” rationalization.
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Tournament theory relates to vertical pay dispersion because it suggests organisations where executive directors have a much higher level of pay will motivate other high-performing employees to work toward achieving the “prize”, and has the additional organisational benefit of increased work effort
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is another relevant theory which suggests that employees weigh up the total benefits and costs of their relationship with the employer. If an employee feels the costs of their work or employment relationship outweighs the benefits received from their work, the employee will be more likely to choose
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Organizations should use a combination of short-term incentives (STIs) and long-term incentives (LTIs) in their compensation packages. This approach helps ensure the organization's long-term sustainability by discouraging executives from prioritizing short-term gains at the expense of the company's
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The design of long-term incentives (LTIs) is to reward exceptional performance over periods that extend beyond a single year. Unlike STIs, which focus on past achievements, LTIs are forward-looking, encouraging sustained performance and aligning employees' goals with the long-term objectives of the
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The basic element of guaranteed pay is base salary which is paid on an hourly, daily, weekly, bi-weekly, semi-monthly or monthly rate. Base salary is provided for doing the job the employee is hired to do. The size of the salary is determined mainly by 1) the prevailing market salary level paid by
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In New
Zealand, many government organisations offer flexible work arrangements as part of their benefits. This may include flexible workplace arrangements or flexible time. Flexible workplace may include working from a remote workplace (usually a home office) for anything from 2 – 5 days per week.
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Balancing extrinsic and intrinsic motivation is often essential for promoting sustained interest and engagement in activities and behaviours. Effective motivation strategies take into account the individual's unique needs and preferences, while also recognizing the role that both types of rewards
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Extrinsic rewards can be effective in motivating people, especially in situations where the task or behaviour may not be inherently enjoyable or when a specific outcome needs to be achieved. However, relying too much on external ort extrinsic rewards can actually lead to a decrease in internal or
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Pay dispersion is defined as the ‘differences in pay levels between individuals within (i.e., horizontal dispersion) and across (i.e., vertical dispersion) jobs or organisational levels. Vertical pay dispersion is specifically the difference in remuneration between the most senior employees of an
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An example where this type of plan is prevalent is how the real estate industry compensates real estate agents. A common variable pay plan might be the sales person receives 50% of every dollar they bring in up to a level of revenue at which they then bump up to 85% for every dollar they bring in
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if the bonus is paid annually, employee is less inclined to leave the company before bonus payout; often the reason for leaving (e.g. dispute with the manager, competing job offer) 'goes away' by the time the bonus is paid. the bonus plan 'buy' more time for the company to retain the employee.
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Equity theory is based on the idea that individuals will evaluate the perceived fairness of their workplace or job by assessing the ratio of their work inputs to the outcomes they receive. They then compare their ratio to the ratio of others within the organisation. The research on equity theory
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Long-term
Effects on Organizational Behavior While tournament theory focuses on short-term performance improvements, the long-term effect on employee motivation and organizational commitment may need further consideration. Understanding cognitive dissonance effects can inform the design of more
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Tournament theory is based on the idea of “tournaments” or “competitions” in an organisation, where there are clear winners and losers. Tournament theory states individuals are best motivated to perform well when any prizes available to be won are based on winning or failing, rather than just a
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are any type of reward offered by an organization that is classified as non-monetary (not wages or salaries). These rewards are typically funded fully or partially by the employer. Employee benefits refer to the extra advantages offered to employees in addition to their salary. These consist of
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Adaptive
Preference Formation Tournament structures may lead employees to adjust their preferences and motivation in response to expectations about rewards. When employees expect few extrinsic rewards. they may empathize with intrinsic motivations as a way to rationalize their work (Kroll&
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While an employer may establish benefits, it is worth considering the importance of demographics on benefit satisfaction. For example, a workforce with a significant number of parents may value a benefit package which is centred around supporting them and their children. However, those without
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Internal equity is employees' perception of their duties, compensation, and work conditions as compared with those of other employees in similar positions in the same organization. As this comparison is always made within the company, problems with internal equity can result in conflict among
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Research shows that public employees placed higher value on intrinsic rewards, particularly if they elevated or high levels of Public
Service Motivation (PSM). PSM can be defined as “an individual's predisposition to respond to motives grounded primarily or uniquely in public institutions and
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of benefits. it is interesting to note that some employees are more satisfied with the perceived value of benefits. This could include an employee having the potential benefit of flexible working, which may not be utilised. The employee will still note satisfaction with the potential benefit.
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is the direct monetary payment received for work performed, commonly known as wages. This is the compensation that employees earn for their work or contributions to the organization. This term may also denote a structured method in which employees receive financial compensation and additional
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An employee may receive intangible benefits, such as a desirable work schedule. That could be a schedule that is controlled by the employee and can be adjusted to accommodate occasional non-work activities, or one that is highly predictable, which makes it easier for the employee to arrange
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Motivation
Adjustment Employees may congnitively adjust their reported levels of intrinsic and prosocial motivation as a coping mechanism when faced with low expectations of extrinsic rewards in tournament-like structures (Kroll & Porumbescu, 2017, p.478). Impact on Intrinsic Motivation
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refers to total cash compensation plus equity compensation. Benefits are excluded from this aggregate. Total direct pay includes all the elements that may be negotiated by a job candidate, especially for senior executive positions where annual and long-term incentives are more substantial.
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Employees are interested and motivated to understand what the differences in pay are between themselves and their colleagues in an organisation, and to understand the difference between themselves and those in executive director positions. Equity theory is a more socialised approach toward
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and the difference in pay is visible within the organisation. Whether an organisation is in the public sector or private sector, research shows people care about the difference between what they are paid and what those at the highest level are being paid – it is important to an employee.
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benefits in return for their labor and contributions. Compensation can be any form of monetary such as salary, hourly wages, overtime pay, sign-on bonus, merit bonus, retention bonus, commissions, incentive pay or performance-based compensation, restricted stock units (RSUs) and etc
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HR organizations in large companies are typically divided into three sub-divisions: HR business partners (HRBPs), HR centers of excellence, and HR shared services. Compensation & benefits is an HR center of excellence, like staffing and organizational development.
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going forward. Typically, this type of plan is based on an annual period of time requiring a "resetting" each year back to the starting point of 50%. Sometimes this type of plan is administered so the sales person never resets or falls down to a lower level.
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Benefit systems which are seen to be of value and managed well, will result in satisfied employees. These employees will feel that their employer is supportive of them, and their ‘perceived organisational support’ will increase. This is important as
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a well designed bonus plan is paying more money to better performers; a competitor offering a competing job-offer to these top performers is likely to face a higher hurdle, given that these employees are already paid higher due to the bonus plan.
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In their book “The 5 Languages of
Appreciation in the Workplace”, Gary Chapman and Paul White suggest that employees have preferred or dominant “language” when appreciation is expressed extrinsically. They identify the following extrinsic rewards:
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are aggregates that include guaranteed pay and benefits. This represents the total fixed cost of the reward package and is useful for budgeting. All forms of variable pay (annual bonus and equity compensation) are excluded from this aggregate.
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According to Bussin (2019) , the most prevalent types of variable rewards are generally categorized as short-term incentives (STIs) and long-term incentives (LTIs). While definitions may vary, these can typically be understood as follows:
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1. Words of affirmation – this can be praise for an accomplishment, affirming character or praise for a personality trait. These can be given very publicly, within a team or privately depending on the recipient.
1035:’. By having bonus plan budget adjusted according to financial results, the company's labor cost is automatically reduced when the company isn't doing so well, while good company performance drives higher bonuses to employees.
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Intrinsic rewards refer to internal factors that motivate a person to undertake work or a task. These can include a sense of accomplishment, learning and personal growth, creativity or work that gives one purpose and meaning.
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According to Bussin (2019), more and more companies are adopting incentive and bonus schemes to boost employee performance and align individual goals with organizational objectives. These schemes offer several key benefits:
654:. A significant positive correlation exists between PSM, job satisfaction, performance and commitment. Despite this, research has found that extrinsic rewards can be important in both public and private organisations.
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From the perspective of equity theory, vertical pay dispersion is a matter of a fair and equitable distribution of resources and a sense of justice in how the resources have been distributed within the organisation.
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Expectations of low extrinsic rewards in tournament settings can lead to higher reported levels of intrinsic motivation, as employees seek to justify the value of their work (Kroll & Porumbescu, 2017, p. 480).
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The theory is based in economics, which assumes an individual is a rational economic actor who will aim to maximise their individual utility, with the prize as the main motivator for the performance.
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Access to training programs, mentorship, opportunities to travel or to meet other people in the same field, and similar experiences are all intangible benefits that may appeal to some employees.
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This concept captured the hearts of many, and indeed most bonus plans nowadays are designed based on it, yet since the late 1940s a growing body of empirical evidence has suggested that these
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Self determination theory (SDT) suggests that people in the workplace are generally motivated by either intrinsic or extrinsic rewards or rather lie on a continuum between the two.
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Compensation and benefits can be primarily categorized into two types: monetary (direct compensation) and non-monetary (indirect compensation). The key components are outlined below:
1072:, Skinner claimed that an organism (animal, human being) is shaping his/her voluntary behavior based on its extrinsic environmental consequences – i.e. reinforcement or punishment.
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play in influencing behaviour. It is important to achieve the right blend of intrinsic and extrinsic rewards within the overall compensation and benefits offered to an employee.
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This article is about the professional discipline that oversees compensation and benefits in an organization, and the policies involved. For types and levels of compensation, see
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organization. These schemes foster a culture of continuous improvement and commitment, helping drive ongoing growth and innovation . Examples of LTIs include share schemes.
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4. Tangible gifts – this can be as simple as buying an employee or colleague a cup of coffee or giving them some time off as a gift for work well done.
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suggests when individuals perceive the ratio of their work inputs as equivalent and fair in comparison with the ratio of others, pay equity is present in the organisation.
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is seen as ‘the extent to which employees perceive workplace procedures, interactions and outcomes to be fair in nature’. The principles of organisational justice include:
1996:"Understanding vertical pay dispersion in the public sector: the role of publicness for manager-to-worker pay ratios and interdisciplinary agenda for future research"
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children, may perceive these benefits as unfair, irrelevant, and a financial disadvantage as they cannot gain the same financial benefits as employees with children.
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would include total compensation as well as intangible benefits such as culture, leadership, recognition, workplace flexibility, development and career opportunity.
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There are academic theories which help to explain why vertical pay dispersion exists within an organisation, and how it can have both positive and negative effects.
1679:"Employees are satisfied with their benefits, but so what? The consequences of benefit satisfaction on employees' organizational commitment and turnover intentions"
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By implementing variable pay, companies can create a more motivated and engaged workforce, ultimately leading to increased profitability and shareholder value.
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monetary value. Employees within an organisation will compete against one another to win higher-level positions, which are usually associated with higher pay.
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93:– also known as share-based compensation, refers to a type of non-cash payment in which employees are granted ownership stakes in the company. Examples are
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1047:– retention is not a primary objective of bonus plans, yet bonuses are thought to bring value with employee retention as well, for three reasons:
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effective tournament structures that balance extrinsic incentives with intrinsic and prosocial motivations (Kroll & Porumbescu, 2017, p. 483)
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If an employee perceives that the benefits system lacks organisational justice, the perceived or actual satisfaction with benefits is undermined.
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to end the employment relationship, to pursue an employment relationship that provides greater regard for benefits and social exchange theory.
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Equity-based compensation is an employer compensation plan using the employer's shares as employee compensation. The most common form is
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When an employer provides benefits, it is critical to note that benefit systems must adhere to the principles of organisational justice.
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Extrinsic rewards are tangible or visible rewards and can include financial compensation (salary, wages, bonuses etc.) and promotion.
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180:. Employees' individual skills and level of experience leave room for differentiating income levels within a job-based pay structure.
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other employers for that job, and 2) the performance of the person in the job. Many countries, provinces, states or cities dictate a
2176:"Normative Myopia, Executives' Personality, and Preference for Pay Dispersion: Toward Implications for Corporate Social Performance"
1817:"The perceived fairness of work–life balance policies: A UK case study of solo-living managers and professionals without children"
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employees paid more are more satisfied with their job (all other things being equal) thus less inclined to leave their employer.
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various factors that contribute to create these differences, for example, geographical location, education and work experience.
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to employees from employers. Which is the payments or rewards provided to an individual for the work that has been completed.
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3. Acts of service – doing something for an employee, or colleague to express your appreciation for them.
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Various combinations of the above four categories are referred to as pay aggregates. Common aggregates are explained below.
1442:"Book Review: Human Resources, Personnel, and Organizational Behavior: Perspectives on Personnel/Human Resource Management"
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would include all four categories: guaranteed pay (salary and allowances), variable pay, benefits and equity compensation.
2229:"Generational Differences in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing"
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Employee compensation and benefits main influencers can be divided into two: internal (company) and external influencers.
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future. A well-designed total compensation plan should prevent executives from engaging in harmful short-term behaviors .
345:- Leave to attend to matters outside of work such as sporting commitments, volunteering, or meeting cultural commitments.
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which is variable and may range from 130% to 0% as per performance of the individual as per his key result areas (KRA).
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2. Quality time – This is giving of your most precious commodity - time – to express appreciation.
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1763:"One HRM Fits All? A Meta-Analysis of the Effects of HRM Practices in the Public, Semipublic, and Private Sector"
966:, internal equity (the idea of compensating employees in similar jobs and similar performance in a similar way),
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351:- Support of study in both payment of fees and paid time to study, and secondment or shadowing opportunities.
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2131:"When Much More of a Difference Makes a Difference: Social Comparison and Tournaments in the CEO's Top Team"
1858:"The effects of training satisfaction, employee benefits, and incentives on part-time employees' commitment"
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can be one of the most significant factors in building resilient employees and reducing unplanned turnover.
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2525:"A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation"
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Benefits consist of the non-wage compensation that form the total remuneration package for an employee.
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By tying part of compensation to performance, companies can better manage their overall salary costs.
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In most companies, compensation & benefits design and administration falls under the umbrella of
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Variable pay can align employee interests with those of shareholders, fostering a sense of ownership
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Well-designed incentive schemes can help drive organizational strategy and achieve specific goals.
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Variable pay provides a tangible way to acknowledge and reward employees for their contributions.
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understanding the effects of vertical pay dispersion in an organisation, than tournament theory.
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or attachment that an employee has towards their employer, and subsequent levels of involvement.
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The 5 languages of appreciation in the workplace: Empowering organizations by encouraging people
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369:- Includes working from home (WFH), flexible start and finish times, and reduced hours of work
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Remuneration is a term often used to refer to total cash compensation or total compensation.
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In all of these they caution on the need to maintain the appropriateness of the interaction.
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5. Physical touch – this can be a high five or handshake (be careful!!!)
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Employers can offer a wide range of benefits, these generally fall within the categories of:
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268:: Incentivizing employees can drive superior individual, team, and organizational results.
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Strategic
Leadership: Theory and Research on Executives, Top Management Teams, and Boards
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Jaworski, Caitlin; Ravichandran, Swathi; Karpinski, Aryn C.; Singh, Shweta (2018-08-01).
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de la Torre-Ruiz, José M.; Vidal-Salazar, M. Dolores; Cordón-Pozo, Eulogio (2019-07-20).
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Hambly, Kym; Kumar, Rinu Vimal; Harcourt, Mark; Lam, Helen; Wood, Geoffrey (2019-11-13).
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357:- Discounts in a retail setting (e.g. Cost plus sales tax offers, for certain retailers).
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The concept saying bonus plans can improve employee performance is based on the work of
1027:– the basic idea is to create a bonus plan where the company is paying more bonuses in ‘
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2015:
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1068:, perhaps the most influential psychologist of the 20th century. Using the concept of
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refers to the satisfaction an employee has 'with the amount of benefits they receive'.
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Dulebohn, James H.; Molloy, Janice C.; Pichler, Shaun M.; Murray, Brian (2009-06-01).
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2478:"One Size Does Not Fit All: Matching the Reward to the Employee's Motivational Needs"
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2285:""Equality Theory" as a Counterbalance to Equity Theory in Human Resource Management"
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organisation (e.g., Executive
Directors of Chief Executive) and an average employee.
480:
towards their employment which will foster in them a willingness to perform highly.
2536:
2489:
2413:
2296:
2240:
2187:
2142:
2089:
2007:
1955:
1916:
1869:
1828:
1784:
1774:
1761:
Blom, R.; Kruyen, P. M.; Van der
Heijden, B. I. J. M.; Van Thiel, S. (March 2020).
1698:
1690:
1620:
1558:
1480:
1453:
1414:
1375:
1325:
1167:
1163:
1065:
581:
2078:"Buying Bad Behaviour: Tournament Incentives and Securities Class Action Lawsuits"
2011:
1694:
1418:
1171:
411:- How fair rationale for benefit policies, procedures, and outcomes are perceived.
391:
may provide benefits as a result of a union bargaining for strengthened benefits.
1162:
Kadir, Adibah; Humaid AlHosani, Adnan; Ismail, Fadillah; Sehan, Norseha (2019).
874:
430:
The overall satisfaction with the system of benefit administration is called the
2540:
2417:
2173:
1504:
1441:
2046:
1905:"Reducing Burnout and Resignations among Frontline Workers: A Field Experiment"
1873:
1562:
1457:
1363:
2300:
1379:
2646:
2548:
2501:
2493:
2244:
2191:
1928:
1920:
1881:
1842:
1798:
1779:
1762:
1712:
1632:
1570:
1465:
1426:
1387:
1337:
1833:
1816:
1624:
1505:"Employee Stock Ownership Plan (ESOP): What It Is, How It Works, Advantages"
1314:"Equity‐Based Compensation for Employees: Firm Performance and Determinants"
2556:
994:
990:
963:
651:
177:
17:
1608:
363:- Discounts on services such as loan interest rates or insurance policies.
1904:
526:
Cognitive Dissonance and the "Sour Grapes Effect in Tournament Structures
2075:
1676:
1948:
Annual Review of Organizational Psychology and Organizational Behaviour
1789:
1703:
1815:
Wilkinson, Krystal; Tomlinson, Jennifer; Gardiner, Jean (April 2018).
1164:"The Effect of Compensation and Benefits Towards Employee Performance"
2227:
Twenge, J. M.; Campbell, S. M.; Hoffman, B. J.; Lance, C. E. (2010).
2146:
2093:
1903:
Linos, Elizabeth; Ruffini, Krista; Wilcoxen, Stephanie (2021-10-11).
998:
986:
1553:. Emerging Trends in Human Resource Management Theory and Research.
894:
812:
675:
111:
2406:"Conceptualizations of Intrinsic Motivation and Self-Determination"
441:
It is important to note that benefit satisfaction can be viewed as
1855:
1760:
2128:
1002:
982:
743:. The ratio of base salary to variable pay is referred to as the
1607:
Laundon, Melinda; Cathcart, Abby; McDonald, Paula (2019-01-01).
1217:"End to end recruitment automation platform for Non-tech Hiring"
1216:
202:
sharing, gainsharing, bonuses schemes, and commission schemes .
1161:
184:
by country, as well as job level and the nature of job duties.
2523:
Deci, Edward L.; Koestner, Richard; Ryan, Richard M. (1999).
2410:
Intrinsic Motivation and Self-Determination in Human Behavior
2282:
1609:"Just benefits? Employee benefits and organisational justice"
1481:"Extending the Boundaries: Nonfinancial Performance Measures"
1364:"Evaluation of remuneration preferences of knowledge workers"
1734:
1115:"What Are Compensation and Benefits? (Definition, Examples)"
1544:
1814:
1547:"Employee benefits: Literature review and emerging issues"
2597:"Want to Retain Me? U.S. Workers Say 'Show Me the Money'"
2174:
Orlitzky, M.; Swanson, D. L.; Quartermaine, L.-K (2006).
417:- How fair interactions are regarding benefits perceived.
2047:
Finkelstein, S.; Hambrick, D. C; Cannella, A. A (2009).
1993:
1606:
1683:
The International Journal of Human Resource Management
1407:
The International Journal of Human Resource Management
1400:
1909:
Journal of Public Administration Research and Theory
1902:
1479:Ittner, Christopher D.; Larcker, David F. (2009),
1362:Bussin, Mark H.R.; Brigman, Natasha (2019-02-05).
1289:"Employee - Meaning and Definition | HireQuotient"
611:
172:Guaranteed pay is a fixed monetary (cash) reward.
2076:Shi, W.; Connelly, B. L.; Sanders, G. W. (2016).
405:- How fair policies and procedures are perceived.
325:for potential employees and can reduce turnover.
2644:
2522:
2452:(3rd ed.). Chicago: Northfield Publishing.
580:, yet employers use additional vehicles such as
2476:French, P. Edward; Emerson, Melissa C. (2015).
1862:International Journal of Hospitality Management
739:Together, guaranteed and variable pay comprise
522:and higher commitment to organisational goals.
2475:
1613:Employee Relations: The International Journal
1478:
1361:
2571:"Bad bonus rules are worse than bad bonuses"
2445:
2321:: CS1 maint: multiple names: authors list (
2265:: CS1 maint: multiple names: authors list (
2212:: CS1 maint: multiple names: authors list (
2159:: CS1 maint: multiple names: authors list (
2114:: CS1 maint: multiple names: authors list (
2061:: CS1 maint: multiple names: authors list (
2032:: CS1 maint: multiple names: authors list (
565:
423:- How fair access to benefits are perceived.
2412:, Boston, MA: Springer US, pp. 11–40,
1485:Handbooks of Management Accounting Research
1021:plans. They have three classic objectives:
923:. Unsourced material may be challenged and
841:. Unsourced material may be challenged and
704:. Unsourced material may be challenged and
140:. Unsourced material may be challenged and
2404:Deci, Edward L.; Ryan, Richard M. (1985),
2129:Ridge, J. W.; Hill, A. D; Aime, F (2015).
487:
471:perceived social or organisational support
2482:Review of Public Personnel Administration
2385:Te Kawa Mataaho Public Service Commission
1959:
1832:
1788:
1778:
1767:Review of Public Personnel Administration
1702:
962:influencers are the business objectives,
943:Learn how and when to remove this message
861:Learn how and when to remove this message
724:Learn how and when to remove this message
160:Learn how and when to remove this message
2446:Chapman, Gary D; White, Paul E. (2019).
2403:
1439:
1368:SA Journal of Human Resource Management
1012:
802:
2645:
2283:Morand, D. A; Merriman, K. K. (2012).
1961:10.1146/annurev-orgpsych-031413-091253
1672:
1670:
1602:
1600:
1025:Adjust labor cost to financial results
595:
2471:
2469:
2278:
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1989:
1987:
1985:
1983:
1981:
1979:
1977:
1975:
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1971:
1810:
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1756:
1754:
1668:
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1656:
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1598:
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1540:
1538:
1536:
1534:
1532:
1530:
1528:
1526:
1524:
601:childcare or transportation to work.
588:(ESPP), performance shares (PSU) and
476:Employees will also build a sense of
2381:"Guidance: Flexible-Work-by-Default"
2051:. New York: Oxford University Press.
1941:
1357:
1355:
1353:
1351:
1349:
1347:
1311:
1139:"What is Compensation and Benefits?"
921:adding citations to reliable sources
888:
839:adding citations to reliable sources
806:
702:adding citations to reliable sources
669:
507:
138:adding citations to reliable sources
105:
1440:Rowland, Kendrith M. (April 1988).
884:
461:Satisfaction of the administration.
47:
13:
2466:
2273:
1968:
1805:
1751:
1647:
1577:
1521:
793:
784:
339:(EAP), or a 'wellbeing allowance'.
14:
2669:
2335:
1821:Human Resource Management Journal
1344:
981:influencers are the state of the
665:
101:
2354:
1994:Keppeler F; Papenfuß, U (2022).
1551:Human Resource Management Review
1403:"Profit-sharing as an incentive"
1330:10.1111/j.1475-6803.2004.00076.x
893:
811:
674:
584:, restricted stock units (RSU),
546:
110:
76:
2614:
2589:
2563:
2516:
2439:
2397:
2373:
2348:
2329:
2220:
2167:
2122:
2069:
2040:
1935:
1896:
1849:
1727:
1497:
1472:
1433:
1394:
1312:Frye, Melissa B. (March 2004).
1031:’ and less (or no) bonuses in ‘
612:Intrinsic and extrinsic rewards
187:
1487:, Elsevier, pp. 1235–1251
1305:
1281:
1257:
1233:
1209:
1155:
1131:
1107:
337:Employee Assistance Programmes
1:
2012:10.1080/14719037.2021.1942531
1695:10.1080/09585192.2017.1314315
1419:10.1080/09585192.2017.1334149
1318:Journal of Financial Research
1172:10.4108/eai.30-7-2019.2287551
1100:
464:Determination of the benefit.
197:Short-term Incentives (STIs):
64:Base Salary or Guaranteed Pay
2135:Strategic Management Journal
2082:Strategic Management Journal
586:employee stock purchase plan
311:Performance Linked Incentive
235:Long-term Incentives (LTIs):
55:
7:
2541:10.1037/0033-2909.125.6.627
2418:10.1007/978-1-4899-2271-7_2
1083:
455:benefit system satisfaction
432:benefit system satisfaction
361:Financial product discounts
316:
256:Why Implement Variable Pay?
10:
2674:
2289:Journal of Business Ethics
1874:10.1016/j.ijhm.2018.02.011
1563:10.1016/j.hrmr.2008.10.001
1458:10.1177/001979398804100330
1039:Drive employee performance
569:
535:Porumbescu, 2017, p.479).
436:benefit level satisfaction
15:
2653:Human resource management
2301:10.1007/s10551-012-1435-y
1380:10.4102/sajhrm.v17i0.1075
590:stock appreciation rights
566:Equity-based compensation
445:benefit satisfaction and
91:Equity-based compensation
24:Compensation and benefits
2494:10.1177/0734371X13504118
2245:10.1177/0149206309352246
2192:10.1177/0007650306286739
2000:Public Management Review
1780:10.1177/0734371X18773492
972:organizational structure
751:Total guaranteed package
572:Employee stock ownership
2658:Employment compensation
1834:10.1111/1748-8583.12181
1625:10.1108/ER-11-2017-0285
1265:"What is Variable Pay?"
1241:"What is Basic Salary?"
741:total cash compensation
488:Vertical Pay Dispersion
295:-
290:Recognition and Reward:
288:-
281:-
271:-
264:-
243:-
219:-
212:-
205:-
2529:Psychological Bulletin
2338:The Stock Options Book
2180:Business & Society
1921:10.1093/jopart/muab042
1197:Cite journal requires
968:organizational culture
396:Organisational justice
384:Social exchange theory
372:(e.g. the 4 day week).
273:Shareholder Alignment:
226:-
2233:Journal of Management
1095:Lockstep compensation
755:fixed cost to company
415:Interpersonal justice
409:Informational justice
2357:"Performance Shares"
1942:Shaw, J. D. (2014).
1221:www.hirequotient.com
1070:Operant Conditioning
1013:Bonus plans benefits
917:improve this section
835:improve this section
803:Organizational place
698:improve this section
478:emotional commitment
421:Distributive justice
333:Health and wellbeing
297:Strategic Alignment:
266:Improved Performance
134:improve this section
1735:"4 Day Week Global"
1009:habits and trends.
1005:, and the relevant
993:rate, the relevant
977:The most important
958:The most important
596:Intangible benefits
457:, is based on the:
1045:Employee retention
769:Total compensation
403:Procedural justice
377:Reciprocity theory
349:Career development
228:Commission Schemes
2459:978-0-8024-1840-1
2427:978-1-4899-2273-1
2006:(11): 1846–1871.
1739:4 Day Week Global
1689:(13): 2097–2120.
1413:(20): 2855–2875.
1181:978-1-63190-196-6
1090:Reward management
953:
952:
945:
871:
870:
863:
734:
733:
726:
509:Tournament theory
309:It also includes
170:
169:
162:
2665:
2637:
2636:
2634:
2632:
2618:
2612:
2611:
2609:
2607:
2593:
2587:
2586:
2584:
2582:
2577:. 5 January 2011
2567:
2561:
2560:
2520:
2514:
2513:
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2463:
2443:
2437:
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2435:
2434:
2401:
2395:
2394:
2392:
2391:
2377:
2371:
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2368:
2367:
2352:
2346:
2345:
2333:
2327:
2326:
2320:
2312:
2280:
2271:
2270:
2264:
2256:
2239:(5): 1117–1142.
2224:
2218:
2217:
2211:
2203:
2171:
2165:
2164:
2158:
2150:
2147:10.1002/smj.2227
2126:
2120:
2119:
2113:
2105:
2094:10.1002/smj.2400
2088:(7): 1354–1378.
2073:
2067:
2066:
2060:
2052:
2044:
2038:
2037:
2031:
2023:
1991:
1966:
1965:
1963:
1944:"Pay Dispersion"
1939:
1933:
1932:
1900:
1894:
1893:
1853:
1847:
1846:
1836:
1812:
1803:
1802:
1792:
1782:
1758:
1749:
1748:
1746:
1745:
1731:
1725:
1724:
1706:
1674:
1645:
1644:
1604:
1575:
1574:
1542:
1519:
1518:
1516:
1515:
1501:
1495:
1494:
1493:
1492:
1476:
1470:
1469:
1437:
1431:
1430:
1398:
1392:
1391:
1359:
1342:
1341:
1309:
1303:
1302:
1300:
1299:
1293:hirequotient.com
1285:
1279:
1278:
1276:
1275:
1269:hirequotient.com
1261:
1255:
1254:
1252:
1251:
1245:hirequotient.com
1237:
1231:
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1227:
1213:
1207:
1206:
1200:
1195:
1193:
1185:
1159:
1153:
1152:
1150:
1149:
1143:hirequotient.com
1135:
1129:
1128:
1126:
1125:
1111:
1066:Frederic Skinner
1017:Bonus plans are
948:
941:
937:
934:
928:
897:
889:
885:Main influencers
866:
859:
855:
852:
846:
815:
807:
777:As noted above,
762:Total direct pay
729:
722:
718:
715:
709:
678:
670:
582:restricted stock
355:Retail discounts
283:Cost Management:
165:
158:
154:
151:
145:
114:
106:
70:The Variable pay
48:Basic components
2673:
2672:
2668:
2667:
2666:
2664:
2663:
2662:
2643:
2642:
2641:
2640:
2630:
2628:
2620:
2619:
2615:
2605:
2603:
2595:
2594:
2590:
2580:
2578:
2569:
2568:
2564:
2521:
2517:
2474:
2467:
2460:
2444:
2440:
2432:
2430:
2428:
2402:
2398:
2389:
2387:
2379:
2378:
2374:
2365:
2363:
2353:
2349:
2334:
2330:
2314:
2313:
2281:
2274:
2258:
2257:
2225:
2221:
2205:
2204:
2172:
2168:
2152:
2151:
2127:
2123:
2107:
2106:
2074:
2070:
2054:
2053:
2045:
2041:
2025:
2024:
1992:
1969:
1940:
1936:
1901:
1897:
1854:
1850:
1813:
1806:
1759:
1752:
1743:
1741:
1733:
1732:
1728:
1675:
1648:
1605:
1578:
1543:
1522:
1513:
1511:
1503:
1502:
1498:
1490:
1488:
1477:
1473:
1438:
1434:
1399:
1395:
1360:
1345:
1310:
1306:
1297:
1295:
1287:
1286:
1282:
1273:
1271:
1263:
1262:
1258:
1249:
1247:
1239:
1238:
1234:
1225:
1223:
1215:
1214:
1210:
1198:
1196:
1187:
1186:
1182:
1160:
1156:
1147:
1145:
1137:
1136:
1132:
1123:
1121:
1113:
1112:
1108:
1103:
1086:
1042:
1036:
1022:
1015:
949:
938:
932:
929:
914:
898:
887:
875:human resources
867:
856:
850:
847:
832:
816:
805:
796:
794:Internal equity
787:
785:External equity
730:
719:
713:
710:
695:
679:
668:
614:
598:
574:
568:
551:
512:
490:
447:perceived level
443:actuarial value
319:
254:
233:
190:
166:
155:
149:
146:
131:
115:
104:
81:
60:
50:
21:
12:
11:
5:
2671:
2661:
2660:
2655:
2639:
2638:
2613:
2588:
2562:
2535:(6): 627–668.
2515:
2465:
2458:
2438:
2426:
2396:
2372:
2347:
2336:Baker, Alisa.
2328:
2272:
2219:
2186:(2): 149–177.
2166:
2141:(4): 618–636.
2121:
2068:
2039:
1967:
1934:
1915:(3): 473–488.
1895:
1848:
1827:(2): 325–339.
1804:
1750:
1726:
1646:
1619:(4): 708–723.
1576:
1520:
1496:
1471:
1452:(3): 482–483.
1432:
1393:
1343:
1304:
1280:
1256:
1232:
1208:
1199:|journal=
1180:
1154:
1130:
1105:
1104:
1102:
1099:
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1085:
1082:
1014:
1011:
951:
950:
901:
899:
892:
886:
883:
869:
868:
819:
817:
810:
804:
801:
795:
792:
786:
783:
732:
731:
682:
680:
673:
667:
666:Pay aggregates
664:
613:
610:
597:
594:
570:Main article:
567:
564:
550:
545:
511:
506:
489:
486:
466:
465:
462:
425:
424:
418:
412:
406:
374:
373:
364:
358:
352:
346:
340:
318:
315:
207:Profit sharing
189:
186:
168:
167:
118:
116:
109:
103:
102:Guaranteed pay
100:
99:
98:
88:
80:
75:
74:
73:
67:
59:
54:
49:
46:
9:
6:
4:
3:
2:
2670:
2659:
2656:
2654:
2651:
2650:
2648:
2627:
2626:The Economist
2623:
2617:
2602:
2598:
2592:
2576:
2572:
2566:
2558:
2554:
2550:
2546:
2542:
2538:
2534:
2530:
2526:
2519:
2511:
2507:
2503:
2499:
2495:
2491:
2487:
2483:
2479:
2472:
2470:
2461:
2455:
2451:
2450:
2442:
2429:
2423:
2419:
2415:
2411:
2407:
2400:
2386:
2382:
2376:
2362:
2358:
2355:Chen, James.
2351:
2343:
2339:
2332:
2324:
2318:
2310:
2306:
2302:
2298:
2294:
2290:
2286:
2279:
2277:
2268:
2262:
2254:
2250:
2246:
2242:
2238:
2234:
2230:
2223:
2215:
2209:
2201:
2197:
2193:
2189:
2185:
2181:
2177:
2170:
2162:
2156:
2148:
2144:
2140:
2136:
2132:
2125:
2117:
2111:
2103:
2099:
2095:
2091:
2087:
2083:
2079:
2072:
2064:
2058:
2050:
2043:
2035:
2029:
2021:
2017:
2013:
2009:
2005:
2001:
1997:
1990:
1988:
1986:
1984:
1982:
1980:
1978:
1976:
1974:
1972:
1962:
1957:
1953:
1949:
1945:
1938:
1930:
1926:
1922:
1918:
1914:
1910:
1906:
1899:
1891:
1887:
1883:
1879:
1875:
1871:
1867:
1863:
1859:
1852:
1844:
1840:
1835:
1830:
1826:
1822:
1818:
1811:
1809:
1800:
1796:
1791:
1786:
1781:
1776:
1772:
1768:
1764:
1757:
1755:
1740:
1736:
1730:
1722:
1718:
1714:
1710:
1705:
1700:
1696:
1692:
1688:
1684:
1680:
1673:
1671:
1669:
1667:
1665:
1663:
1661:
1659:
1657:
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1790:2066/195676
1773:(1): 3–35.
1704:10481/86895
214:Gainsharing
2647:Categories
2631:1 December
2606:1 December
2581:1 December
2433:2023-09-28
2390:2023-09-28
2366:2020-02-12
1744:2023-09-27
1514:2024-09-20
1491:2024-09-20
1446:ILR Review
1298:2024-09-14
1274:2024-09-14
1250:2024-09-15
1226:2024-09-16
1148:2024-09-16
1124:2024-09-14
1101:References
1029:good times
2575:Economist
2549:1939-1455
2510:154125630
2502:0734-371X
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2057:cite book
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1929:1053-1858
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1843:0954-5395
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