Second Quarter 2021 | Volume 30 | No. 2


Characterizing Compensation Philosophies: An Application of Statistical Learning to Optimize Rewards Programs

Statistical models from pay equity analysis can drive significant insights about compensation philosophies that managers apply in different areas of an organization.

Second Quarter 2021 | Volume 30 | No. 2


CEO Pay and the Workforce: How Employee Matters Affect Performance-Related Pay in the UK’s 100 Largest Companies

The High Pay Centre, a United Kingdom think tank that researches and analyzes issues relating to top incomes, corporate governance, and business performance, undertook an analysis of the type of performance-related metrics used across the FTSE 100 index, which lists the UK’s 100 largest companies.

Second Quarter 2021 | Volume 30 | No. 2


The Transition from Defined Benefit Pension Plans to 401(k) Target-Date Funds

This article examines the transformation of the United States private-sector retirement benefits program from predominately employer-provided defined benefit pension plans to predominately 401(k) target-date funds.

Second Quarter 2021 | Volume 30 | No. 2


The Rewards Value Chain: Optimal Mix of Tangible and Intangible Rewards for Enhancing Business Performance

Many managers informally tailor discretionary benefits arrangements (e.g., telecommuting, flexible work schedule) to fit individual employees’ preferences. These customized arrangements typically take the form of individually negotiated arrangements (known in management research as idiosyncratic deals or i-deals).Tangible and intangible rewards represent two fundamentally different mechanisms of human motivation. The right rewards strategy can help the organization deliver the right lineup of rewards to the right employee, at the right time, for the right reason.

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