Best selling title. Takes a three-pronged approach to compensation by focusing on theory, research, and practice. The 14th edition continues to emphasize the importance of total compensation and its relevance for achieving sustainable competitive advantage. Updates reflect new compensation research that has been published since the 13th edition.
Best selling title. Takes a three-pronged approach to compensation by focusing on theory, research, and practice. The 14th edition continues to emphasize the importance of total compensation and its relevance for achieving sustainable competitive advantage. Updates reflect new compensation research that has been published since the 13th edition.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Barry Gerhart received his B.S. in psychology from Bowling Green State University and his Ph.D. in industrial relations from the University of Wisconsin-Madison. He is professor of management and human resources and Bruce R. Ellig Distinguished Chair in Pay and Organizational Effectiveness, Wisconsin School of Business, University of Wisconsin-Madison. Dr. Gerhart serves on the editorial boards of and has published in the Academy of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource Management, Journal of Applied Psychology, Management and Organization Review, and Personnel Psychology. He is a recipient of the Heneman Career Achievement Award, the Scholarly Achievement Award, and the International Human Resource Management Scholarly Research Award from the Academy of Management. He is a Fellow of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology.
Inhaltsangabe
PART I: Introducing the Pay Model and Pay Strategy Chapter 1: The Pay Model Chapter 2: Strategy: The Totality of Decisions PART II: Internal Alignment: Determining the Structure Chapter 3: Defining Internal Alignment Chapter 4: Job Analysis Chapter 5: Job-Based Structures and Job Evaluation Chapter 6: Person-Based Structures PART III: External Competitiveness: Determining the Pay Level Chapter 7: Defining Competitiveness Chapter 8: Designing Pay Levels, Mix, and Pay PART IV: Employee Contributions: Determining Individual Pay Chapter 9: Pay-for-Performance: Theory and Evidence Chapter 10: Pay-for-Performance: Types of Plans Chapter 11: Performance Appraisals PART V: Employee Benefits Chapter 12: The Benefit Determination Process Chapter 13: Benefit Options PART VI: Extending the System Chapter 14: Compensation of Special Groups: Executives and Others Chapter 15: Union Role in Wage and Salary Administration Chapter 16: International Pay Systems PART VII: Managing the System Chapter 17: Government and Legal Issues in Compensation Chapter 18: Management: Making It Work
PART I: Introducing the Pay Model and Pay Strategy Chapter 1: The Pay Model Chapter 2: Strategy: The Totality of Decisions PART II: Internal Alignment: Determining the Structure Chapter 3: Defining Internal Alignment Chapter 4: Job Analysis Chapter 5: Job-Based Structures and Job Evaluation Chapter 6: Person-Based Structures PART III: External Competitiveness: Determining the Pay Level Chapter 7: Defining Competitiveness Chapter 8: Designing Pay Levels, Mix, and Pay PART IV: Employee Contributions: Determining Individual Pay Chapter 9: Pay-for-Performance: Theory and Evidence Chapter 10: Pay-for-Performance: Types of Plans Chapter 11: Performance Appraisals PART V: Employee Benefits Chapter 12: The Benefit Determination Process Chapter 13: Benefit Options PART VI: Extending the System Chapter 14: Compensation of Special Groups: Executives and Others Chapter 15: Union Role in Wage and Salary Administration Chapter 16: International Pay Systems PART VII: Managing the System Chapter 17: Government and Legal Issues in Compensation Chapter 18: Management: Making It Work
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