The compensation crucible: What do you get for your money?

Article Abstract:

Little research has been done on the question of how the rate of compensation effects the quantity and quality of work, and most personnel managers choose purely pragmatic approaches to solving problems related to pay structures rather than theoretical ones. Most corporations set the rate of executive compensation much the same way they set the prices of their products: on what the market will bear, but one area many companies can improve is their incentive programs. Soon business enterprises will be forced to re-evaluate their executive compensation systems as a result of changing market characteristics, with a new emphasis on individualized structures required to avoid the feeling of stagnation in the next generation of executives.

Management, Financial institutions

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Pay as an incentive: the road to ruin?

Article Abstract:

Bonus and incentive pay systems for mid-level managers may not be a good idea. In practice, such systems seem to have more to do with the creation of tax shelters for executives than the rewarding of employee or managerial performance. It is also possible that the bonus systems, profit-sharing plans, and other stock offering programs do not function as management incentives. At the highest levels, corporate directors and officers are often provided with forms of incentive compensation pay during years of poor corporate performance. Ironically, the best individual strategy for the corporate executive may be to fail, forcing stockholders or another corporation to buy him out in order to replace him.

Wage payment systems, Incentives (Business), Bonuses, Pay structure

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The Delphic world of corporate psychology

Article Abstract:

Industrial psychologists are increasingly used to help identify organizational problems and to evaluate employees because the cost of making the wrong decisions in a competitive marketplace can be very high. The psychologist may typically conduct a personal assessment of an executive as an individual, while accounting for the corporate dynamics of a situation, ultimately making recommendations for change.

Testing, Employee recruitment, Industrial psychology, Ability, Aptitude tests, Industrial-organizational psychology

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