Compensation and the job satisfaction equation
Article Abstract:
The company's goals are best met if employees are committed. Such commitment presupposes satisfaction on the way the company operates. Satisfied employees can freely challenge existing practices so that the achievement of goals is facilitated. Pay is just one factor that determines employee satisfaction. The degree of empowerment of employees is another. The importance accorded to employee input as a means to achieve company output as well as the prospect of reward, material or otherwise, plays a significant role in making employees feel responsible toward the company and increasing their sense of fulfillment.
Publication Name: Journal of Compensation and Benefits
Subject: Insurance
ISSN: 0893-780X
Year: 1992
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The new compensation agenda
Article Abstract:
Companies encounter constantly changing needs which require new approaches. In the field of compensation management, compensation professionals can help managers handle new developments with fresh ideas. These business consultants must understand the company's view of and commitment to quality. Likewise, they should have a distinct idea of company team definition. Compensation professionals must also realize the value of customer service, learn the process of corporate reorganization and value the interests of shareholders.
Publication Name: Journal of Compensation and Benefits
Subject: Insurance
ISSN: 0893-780X
Year: 1992
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Competency-linked role evaluation -- management owned and operated
Article Abstract:
Point factor job evaluations were estabished as a part of compensation management during the post-World War II. The standard of business became the command-and-control style of management. Job descriptions emphasized accountabilities where the job mattered more than the job holder. Broadbanding minimizes hierarchy and gives more flexibility in the salary structure.
Publication Name: Journal of Compensation and Benefits
Subject: Insurance
ISSN: 0893-780X
Year: 1995
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