Merit pay: balance the old rich and the new poor

Article Abstract:

An across-the-board salary increase can widen an unfair gap between older, highly paid employees and new, lower paid employees. For instance, if a new employee has a much lower base pay than the older employee, resentment can build as the older employee's salary is consistently raised, with no hope of the junior employee catching up. Far better to raise the salaries of those low-paid employees who have proved worthy to competitive averages, while decelerating salary increases among the more highly paid. Once inequities are resolved, merit increases should be based on job values, rather than human values.

Methods, Management, Compensation management, Employee seniority, Seniority

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The IRS and shareholder-employees

Article Abstract:

Excessive compensation is being pursued by the Internal Revenue Service (IRS) as a result of its audits of small firms. The usual target of such investigations is the shareholder-worker for a closely held company which pays no dividends following very profitable years. When the stockholder-employee, sometimes the chief executive, chairman, or other high officer, is paid a large wage and huge bonuses while the company pays no dividend to shareholders, the company may end up in tax court.

Analysis, Laws, regulations and rules, Stockholders, Investor relations, United States. Internal Revenue Service

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How to find the true colors of chameleon consultants

Article Abstract:

Consultants rarely will be able to offer expertise in more than one field, despite their claims to the contrary. Program design or advisory services can not properly be delivered through the assembly line, mass production technology. Consultants have to accept general principles or formulate customized programs for the extremely variable circumstances and needs of every client.

Ethical aspects, Business consultants, Management consultants, Consultants, Consultants (Persons)

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