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| Preface | p. xix |
| Setting the Stage for Strategic Compensation | p. 1 |
| Strategic Compensation: A Component of Human Resource Systems | p. 1 |
| Strategic Compensation in Action: Strategic Analysis and Contextual Factors | p. 34 |
| Contextual Influences on Compensation Practice | p. 67 |
| Bases For Pay | p. 98 |
| Traditional Bases for Pay: Seniority and Merit | p. 98 |
| Incentive Pay | p. 135 |
| Person-Focused Pay | p. 173 |
| Designing Compensation Systems | p. 200 |
| Building Internally Consistent Compensation Systems | p. 200 |
| Building Market-Competitive Compensation Systems | p. 243 |
| Building Pay Structures That Recognize Employee Contributions | p. 280 |
| Employee Benefits | p. 325 |
| Discretionary Benefits | |
| Employer-Sponsored Retirement Plans and Health Insurance Programs | |
| Legally Required Benefits | p. 325 |
| Compensation Challenges for Strategic Employee Groups | p. 385 |
| Compensating Executives | p. 415 |
| Compensating the Flexible Workforce: Contingent Employees and Flexible Work Schedules | p. 446 |
| Compensation Issues Around the World | |
| Compensating Expatriates | p. 385 |
| Pay and Benefits Outside the United States | |
| Glossary | p. 475 |
| Author Index | p. 491 |
| Subject Index | p. 495 |
| Table of Contents provided by Publisher. All Rights Reserved. |
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