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Found 261 results
Journal Article
08/25/2025
Linking Rewards to Successful Performance Management Practices
To be effective, rewards must align with the intent of the PM program and balance performance relative to hard metrics (such as financial and operational results) and soft ones (such as customer satisfaction and human capital development).
Author(s):
Tom McMullen, Tali Berk
Workspan Magazine
12/05/2024
Childcare Benefits: Addressing Cost and Accessibility
The good news for employers is that there are lots of ways to help alleviate parents’ childcare-related stressors — and some of these options are relatively inexpensive and offer significant potential return on investment.
Author(s):
Erin Binney
Journal Article
03/01/2021
Strategic Idiosyncratic Deals (I-Deals) Policy: Individually Negotiated Arrangements as an Alternative Approach for Delivering Customized Benefits
Research finds that while the adoption of flexible benefits plans in the United States is associated with greater employee satisfaction with benefits and better overall job satisfaction, the effect on the latter is relatively small (Barber, Dunham, and Formisano 1992).
Author(s):
Ingrid Smithey Fulmer, Yan Chen, Junting Li
Journal Article
09/13/2021
Enhancing Retail Workforce Performance with a Real-Options Approach
Uncertainties of costs are the variations in the ratio of the total expenses on a retail workforce relative to a retailer’s revenues.
Author(s):
Pankaj M. Madhani
Journal Article
06/11/2021
The Rewards Value Chain: Optimal Mix of Tangible and Intangible Rewards for Enhancing Business Performance
The reason for this relationship is that initially when the intangible rewards are still relatively small (i.e., high tangible rewards), the marginal increase in employee job performance (from point A to point O in Figure 2) due to the gains from higher intangible rewards outweighs the marginal decrease in employee job performance due to the losses.
Author(s):
Pankaj M. Madhani
Workspan Magazine
02/16/2022
Progress on Pay Equity
Slow progress The gender gap in pay has remained relatively stable in the United States during the past 15 years, according to Pew Research Center findings.
Author(s):
Nu Yang
Journal Article
08/23/2024
Are Complex Pay Systems Hurting Executive Comp?
., base pay, bonus, long-term incentives) and the relative proportions of these components.
Author(s):
Xavier Baeten, Ph.D., Marthe Van Hove, Bettina De Ruyck
Journal Article
12/04/2023
Helping Employees Secure Their Retirement Future
Women were far less responsive to the intervention than men, and workers age 18 to 44 in the treatment group were more likely to initiate participation in the 401(k) plan relative to the control group.
Author(s):
Robert L. Clark, Beth M. Ritter
Journal Article
08/23/2024
Incentive Goal Setting is Becoming More Flexible
Similarly, companies may look to align performance targets against industry-specific metrics for a more nuanced evaluation of performance, taking into account the relative success of the company within its industry.
Author(s):
Irv Becker, Steven Hall
Journal Article
09/21/2023
Pay Transparency – The Employee Perspective
Although most employees indicated a relatively high degree of pay transparency from their employer, a significant proportion of employees thought that their employer provided limited pay transparency.
Author(s):
Dow Scott, Aino Tenhiälä, Aysegul Karaeminogullari, Arup Varma
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