The ideal organizational structure for compensation

Article Abstract:

A corporate compensation program can be managed through either a centralized or a decentralized method. The centralized method is appropriate if the company wishes to project a single-structured compensation program. Centralization also prevents activity duplications and reduces the company's reliance on external assistance. Corporate coordination and cohesiveness, on the other hand, is more difficult to achieve using the decentralized approach. The selection of the compensation program management method, however, ultimately depends on the structure of the organization itself.

Compensation and benefits, Workers

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Defining the role of quality

Article Abstract:

Compensation design can encourage quality in every part of a business by including the concept in areas such as job evaluation, performance evaluation, training, work design, measurement of success, and pricing policies. Pervasive, integrated compensation management can contribute to the quality thrust of the company far more than rewards such as incentives and bonuses. Compensation managers can begin by achieving quality in their own job performance, and they can further assist by defining quality in every facet of human resources management.

Management, Quality control

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Pay dilemna of lateral transfers

Article Abstract:

Organizations often utilize lateral transfers instead of career progression as opportunities for promotion become more limited. However, managers need to carefully assess several factors before implementing a lateral transfer programin order to avoid increased payroll costs and any employee misconceptions that lateral movement entails higher earnings. Lateral transfers can be effectively managed in a variety of ways.

Career development

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