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This text provides knowledge of the art and science of compensation practice and its role in promoting companiesrs" competitive advantage. Strategic Compensation: A Component of Human Resource Systems; Contextual Influences on Compensation Practice; Traditional Bases for Pay: Seniority and Merit; Incentive Pay; Person-Focused Pay; Building Internally Consistent Compensation Systems; Building Market-Competitive Compensation Systems; Building Pay Structures That Recognize Employee Contributions; Discretionary Benefits; Employer-Sponsored Retirement Plans and Health Insurance Programs; Legally Required Benefits; Compensating Executives; Compensating the Flexible Workforce: Contingent Employees and Flexible Work Schedules; Compensating Expatriates; Pay and Benefits Outside the United States For managers and HR professionals interested in understanding compensation practice and strategy.
Table of Contents
PART I: SETTING THE STAGE FOR STRATEGIC COMPENSATION Chapter 1: Strategic Compensation: A Component of Human Resource Systems Chapter 2: Contextual Influences on Compensation Practice PART II: BASES FOR PAY Chapter 3: Traditional Bases for Pay: Seniority and Merit Chapter 4: Incentive Pay Chapter 5: Person-Focused Pay PART III: DESIGNING COMPENSATION SYSTEMS Chapter 6: Building Internally Consistent Compensation Systems Chapter 7: Building Market-Competitive Compensation Systems Chapter 8: Building Pay Structures That Recognize Employee Contributions PART IV: EMPLOYEE BENEFITS Chapter 9: Discretionary Benefits Chapter 10: Employer-Sponsored Retirement Plans and Health Insurance Programs Chapter 11: Legally Required Benefits PART V: COMPENSATION CHALLENGES FOR STRATEGIC EMPLOYEE GROUPS Chapter 12: Compensating Executives Chapter 13: Compensating the Flexible Workforce: Contingent Employees and Flexible Work Schedules PART VI: COMPENSATION ISSUES AROUND THE WORLD Chapter 14: Compensating Expatriates Chapter 15: Pay and Benefits Outside the United States