A survey of about 6,000 managers and employees in the U.S. and Canada reveals that only about 40 percent of them knew how they could increase their salaries or bonuses.
What do so many women executives leave corporate America to start or work for a small business? They want an opportunity to take risks, a seat at the decision-making table, and generous compensation for their performance.
Many HR professionals are worrying about their 2003 compensation strategies and trying to find some quick fix guidelines/recommendations to present to management.
The use of ranking systems to decide who gets laid off is drawing more flack these days. Top-to-bottom rankings can seem arbitrary or discriminatory and callous in the face of popular management doctrine that almost any worker is salvageable.
Yes, it’s true that the "big bucks" are always a good recruiting tool, but some companies either don’t have the money or don’t believe it’s good business to base their efforts on offering large starting salaries as their primary selling point.
Those who hire and those who seek jobs agree that people who frequently switch jobs lack clear career direction and are motivated by compensation, according to a poll.
Executive compensation continues to climb. It is not as closely related to business performance as critics would hope. In 1998, Standard & Poor’s stock index rose 26.7 percent, and earnings of the companies in the index fell 1.7 percent. But chief executive compensation increased by 36 percent (including exercised stock options).
