Paying for Performance: A Guide to Compensation Management / Edition 2by Peter T. Chingos
Pub. Date: 05/06/2002
Paying for Performance
An effective compensation plan is more than just the happy medium between what a company can afford and what employees will settle for. A well-designed plan is a powerful tool that fosters excellence and builds competitive advantage. With increased scrutiny from shareholders and the public, as well as new laws regulating
Paying for Performance
An effective compensation plan is more than just the happy medium between what a company can afford and what employees will settle for. A well-designed plan is a powerful tool that fosters excellence and builds competitive advantage. With increased scrutiny from shareholders and the public, as well as new laws regulating executive compensation, designing a good compensation plan is not an easy prospect. Boards of directors, company management, and human resources professionals must work together to develop a plan that balances business issues, human resources concerns, shareholder expectations, and current regulations.
Paying for Performance, Second Edition is a practical guide to designing and implementing successful compensation plans, now revised and updated to reflect current thinking and recent changes. It provides proven compensation approaches and a set of powerful tools to help you solve existing problems and avoid future ones. It covers a broad range of crucial compensation issues, from overall reward strategy and talent management to annual and long-term incentives, performance management, sales compensation, and accounting and tax rules. You’ll also find detailed analyses of the various approaches taken in companies throughout North America and practical guidance on how to adapt the best ones for your company. New chapters have been added on talent management, executive benefits, compensation in not-for-profit organizations, severance and retention programs, and broad-based equity compensation.
Many of the compensation approaches described in Paying for Performance, Second Edition are based on extensive research projects conducted by Mercer Human Resource Consulting, Inc. over several years and reflect the best compensation practices now employed at many of America’s most successful companies.
The Second Edition of Paying for Performance includes many case studies, allowing you to compare and contrast your company’s policies with those practiced at leading organizations. This expert guide is an invaluable resource for CFOs, COOs, senior human resources managers, board members, and all those involved with the design and implementation of compensation programs.
- Publication date:
- Edition description:
- Product dimensions:
- 9.21(w) x 6.14(h) x 0.94(d)
Table of ContentsIntroduction: Paying for Performance--The Current Climate (P. Chingos).
Base Pay Programs (E. McGaughey).
Variable Pay Programs--Pay for Results (R. Orens, & V. Elliott).
Designing a Sales Compensation Program (A. Candrilli).
Competency-Based Compensation Approaches (D. Daniels) Performance Management: Mapping Out the Process (L. Griffith & A. Orgera).
A Pay-for-Performance Model (J. Bloedorn).
Integrating Executive Compensation with Organizational Change (D. Sagolla).
Designing the Annual Management Incentive Plan (E. Freher).
Long-Term Incentive Plans (M. Engel).
Designing Incentive Compensation Programs to Support Economic Value Management (R. Harris).
Director Compensation (P. Oppermann).
The Role of the Compensation Committee (S. Cross).
Accounting for Stock-Based Compensation (J. Deming, et al.).
Tax Aspects of Executive Compensation Plans (P. Elinsky & D. Yurkovic).
Retirement Planning (R. Imperato).
and post it to your social network
Most Helpful Customer Reviews
See all customer reviews >
This book left much to be desired. Pages of print droned on endlessly with little if no plot development, poor characterization, and a virtual absence of pictures. The author might be well suited for "guides" and "how-to's", but this foray into the "romance" genre is essentially a non-climactic dissapointment.