HR salary survey

Article Abstract:

A statistical survey of the salaries of human resources (HR) professionals during the period 1991-1992 is presented. These data are incorporated into a five-volume compensation analysis entitled 'Compensation in the Human Resources Field - 1991/92.' It provides HR professionals' current salaries, salary ranges, cash benefits and demographic factors at the various levels of the HR field. The best compensation in the HR field is noted for the Pacific and Northeastern states. A direct correlation between experience and amount of compensation is noted. The average income of senior HR managers and supervisors is also observed to increase as the size of the organization increases. A college degree is a vital factor in higher salaries for managerial HR positions.

Officials and employees, Reports, Wage surveys, Human resource departments

---

The seven survey sins

Article Abstract:

Employee opinion surveys are regarded as the best means of measuring, monitoring and managing employee satisfaction, which has become essential due to the growing trend towards corporate downsizing and reengineering. However, International Survey Research Corp. reports that increased use of the surveys has also led to misuse and abuse of the management tool. Among the pitfalls that companies should avoid when using employee opinion surveys are bad timing, surveying too frequently, surveying too broad a population, oversimplifying results, restricting team reporting, establishing arbitrary and unrealistic survey goals and linking survey results to performance bonuses.

Analysis, Employment surveys

---

What you earn - and why

Article Abstract:

A survey of 830 companies conducted by Abbott, Langer & Assoc to determine the factors that contribute to the annual compensation of personnel directors has revealed why compensation may dramatically differ when the positions may appear similar. The key factors identified by the survey included the fiscal size of the directors' companies, professional experience of the directors, and supervisory responsibilities of the directors. Factors that were of less importance but still played a role included the education of the directors, location of the companies, and the type of companies.

Human resource management, Statistics, Surveys, Abbott, Langer and Associates

Similar abstracts:

• Abstracts: Who cares for the NHS? Home and away
• Abstracts: Partnership at work: a survey. The secret of our success: partnership with people. Management tools work
• Abstracts: Creating a climate for DIY development. Are you an awful manager? What that new supervisor or manager should know
• Abstracts: Maquiladoras challenge human resources. Contracting out and the cleaning-up question
• Abstracts: Labor adversaries bury the hatchet. Mrs. Fields' secret weapon. Sleep Inn wakes up to new labor

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.