A worker tried to prove that his wage disparity was due to his supervisor's discrimination against him because of his country of origin, not because his job skills, education, or work experience were less than his colleagues, as asserted by the employer.
According to BLR's
2005 Survey of Exempt Compensation, over 80% of all the exempt job titles
surveyed reported at least a marginal pay increase for 2005. Increases ranged
from .43% to an impressive 13.89%.
A slowdown in nonexempt wage growth in 2005 may be one of the first indicators that the national economy is not recovering as rapidly as expected. According to Business & Legal Reports' 2005 Survey of Nonexempt Compensation, 28 percent of the positions surveyed reported at least a marginal decrease
in hourly wages for 2005.
With an improving economy comes more turnover and more trouble attracting the employees you need. To survive in this environment, says Celina Pagani-Tousignant, it is vital to become an "employer of choice" by offering workers innovative work/life programs.
While human resources professionals have not traditionally been a part of major corporations' top management teams, Ram Charan has a roadmap to how they might get there.
This is the tale of two companies, both moving employees to a faraway land.
For one, it was
the best of times. For the other, it was the worst of times.
If your company sponsors a nonqualified executive compensation plan, or any
of a number of other plans that could be construed as deferred compensation
agreements, no matter how informal, sit up straight and pay attention.
It’s a simple question, yet it takes Joe a minute to answer. He stares
at the loan application glassy-eyed, performing the calculation in his head.
"HOW MUCH DO YOU EARN?" stares back at him from the form.
Everyone welcomes an improving labor market, but it presents management with a new challenge: creating a rewards system that's meaningful to employees yet cost-effective for the company.
