This text provides knowledge of the art and science of compensation practice and its role in promoting companies’ 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.
A text for undergraduate and graduate business students, including those in community colleges, addressing traditional aspects of compensation, such as job analysis and pay structure, as well as recent topics including knowledge-based pay and executive compensation. Contains sections on the context of compensation practice, bases for pay, designing compensation systems, employee benefits, and contemporary strategic compensation challenges. Includes chapter objectives, summaries, key terms, discussion questions, and exercises, with answers on a Web site. Annotation c. by Book News, Inc., Portland, Or.
Ph.D. in Human Resource Management School of Labor and Industrial Relations, Michigan State University, 1989
Master of Labor and Industrial Relations, Michigan State University, 1986
Bachelor of Science in Organizational Behavior, Babson College, 1984
Martocchio's research interests focus on various human resource management issues, including employee training, compensation, and absenteeism. He is the author of numerous articles in such journals as Journal of Applied Psychology, Personnel Psychology, Academy of Management Journal, and the Industrial and Labor Relations Review. Martocchio received the Ernest J. McCormick Award for Distinguished Early Career Contributions from the Society for Industrial and Organizational Psychology. He also is a fellow of the Society as well as the American Psychological Association.
Martocchio is the editor of an annual research series titled Research in Personnel and Human Resources Management, published by Elsevier. The series publishes monograph length conceptual papers designed to promote theory and research on important substantive and methodological topics in the field of human resources management.
He is currently the Professional Development Workshop Chair of the Academy of Management Human Resource Division. He will assume additional leadership roles, culminating in the Chair of the HR Division.
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