Pub Date : 2018-04-01DOI: 10.1177/0886368718824212
M. Siciliano
Since the enactment of Say on Pay in January 2011, companies are required to disclose the amounts payable to named executive officers as a results of an acquisition. There have been 1,524 U.S. public takeovers from 2011 to 2017, which have disclosed golden parachute payments to executives. The author describes payments made by sector, payment types, triggering events and the propensity of voters to accept, or reject, golden parachute payments based some of the more concerning pay practices.
自2011年1月《Say on Pay》颁布以来，公司被要求披露因收购而应支付给指定高管的金额。从2011年到2017年，美国共有1524起公开收购，其中披露了高管的“金降落伞”支付。作者描述了行业支付、支付类型、触发事件以及选民接受或拒绝金降落伞支付的倾向，这些都是基于一些更相关的薪酬实践。
{"title":"Analyzing Change-in-Control Payments Since the Enactment of Say-on-Pay","authors":"M. Siciliano","doi":"10.1177/0886368718824212","DOIUrl":"https://doi.org/10.1177/0886368718824212","url":null,"abstract":"Since the enactment of Say on Pay in January 2011, companies are required to disclose the amounts payable to named executive officers as a results of an acquisition. There have been 1,524 U.S. public takeovers from 2011 to 2017, which have disclosed golden parachute payments to executives. The author describes payments made by sector, payment types, triggering events and the propensity of voters to accept, or reject, golden parachute payments based some of the more concerning pay practices.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"73 1","pages":"82 - 94"},"PeriodicalIF":0.0,"publicationDate":"2018-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84201646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-04-01DOI: 10.1177/0886368718822053
Daniel L. Morrell, K. Abston
Millennials are currently the largest generation at work and will reach an estimated 75% of the labor force by 2025. Studies have shown that millennials hold slightly different attitudes toward work when compared with previous generations. They more readily change jobs and are generally less committed to their organizations, with an estimated 66% of millennial employees planning to leave their current company within 5 years. These differences in work values necessitate changes in current approaches to compensation and benefit packages that would better align with these changing values. The goal of this article is to review recent empirical data on Millennials as compared with previous generations and then offer suggestions for what changes might improve retention.
{"title":"Millennial Motivation Issues Related to Compensation and Benefits: Suggestions for Improved Retention","authors":"Daniel L. Morrell, K. Abston","doi":"10.1177/0886368718822053","DOIUrl":"https://doi.org/10.1177/0886368718822053","url":null,"abstract":"Millennials are currently the largest generation at work and will reach an estimated 75% of the labor force by 2025. Studies have shown that millennials hold slightly different attitudes toward work when compared with previous generations. They more readily change jobs and are generally less committed to their organizations, with an estimated 66% of millennial employees planning to leave their current company within 5 years. These differences in work values necessitate changes in current approaches to compensation and benefit packages that would better align with these changing values. The goal of this article is to review recent empirical data on Millennials as compared with previous generations and then offer suggestions for what changes might improve retention.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"143 1","pages":"107 - 113"},"PeriodicalIF":0.0,"publicationDate":"2018-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82619345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-04-01DOI: 10.1177/0886368719833215
Eric M. Scheller, Wayne Harrison
Pay transparency—open access to comparative wages—may help reduce wage discrepancies and otherwise benefit organizations. A 2 × 2 × 2 between-subjects factorial design was used to test the effects of pay transparency, informational justice and distributive justice on pay satisfaction and affective commitment. Case scenarios were developed to manipulate these variables and test main effect and interaction hypotheses. Full-time employees in the United States (N = 293) were recruited from Amazon’s MTurk. Results showed main effects of pay transparency and distributive justice on both pay satisfaction and affective commitment; an informational justice effect was revealed on affective commitment. Pay transparency had a larger effect on pay satisfaction when distributive justice was low than when it was high. Exploratory analyses revealed an interaction between pay transparency, gender and race on pay satisfaction. This study confirmed positive consequences of pay transparency policies, which are proposed to be a component of informational justice.
{"title":"Ignorance Is Bliss, or Is It? The Effects of Pay Transparency, Informational Justice and Distributive Justice on Pay Satisfaction and Affective Commitment","authors":"Eric M. Scheller, Wayne Harrison","doi":"10.1177/0886368719833215","DOIUrl":"https://doi.org/10.1177/0886368719833215","url":null,"abstract":"Pay transparency—open access to comparative wages—may help reduce wage discrepancies and otherwise benefit organizations. A 2 × 2 × 2 between-subjects factorial design was used to test the effects of pay transparency, informational justice and distributive justice on pay satisfaction and affective commitment. Case scenarios were developed to manipulate these variables and test main effect and interaction hypotheses. Full-time employees in the United States (N = 293) were recruited from Amazon’s MTurk. Results showed main effects of pay transparency and distributive justice on both pay satisfaction and affective commitment; an informational justice effect was revealed on affective commitment. Pay transparency had a larger effect on pay satisfaction when distributive justice was low than when it was high. Exploratory analyses revealed an interaction between pay transparency, gender and race on pay satisfaction. This study confirmed positive consequences of pay transparency policies, which are proposed to be a component of informational justice.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"13 1","pages":"65 - 81"},"PeriodicalIF":0.0,"publicationDate":"2018-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74576574","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-04-01DOI: 10.1177/0886368719840903
W. Dixon, T. Flannery
Mergers and acquisitions have become a regular activity in health care. Ensuring executive continuity is a prime issue especially given the number of proposed transactions that do not reach completion. For those transactions that are successful, retention arrangements are implemented to promote leadership stability by mitigating both organizational and personal risk. We provide an analysis of these arrangements and market practice.
{"title":"Retention Incentives: An Emerging Strategy in Today’s Tax-Exempt Organization","authors":"W. Dixon, T. Flannery","doi":"10.1177/0886368719840903","DOIUrl":"https://doi.org/10.1177/0886368719840903","url":null,"abstract":"Mergers and acquisitions have become a regular activity in health care. Ensuring executive continuity is a prime issue especially given the number of proposed transactions that do not reach completion. For those transactions that are successful, retention arrangements are implemented to promote leadership stability by mitigating both organizational and personal risk. We provide an analysis of these arrangements and market practice.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"12 1","pages":"114 - 118"},"PeriodicalIF":0.0,"publicationDate":"2018-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91076795","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-04-01DOI: 10.1177/0886368719828215
J. Kilgour
Traditionally mental health and substance abuse disorders have been treated less generously than medical/surgical benefits in employment-provided health plans and health insurance contracts. That changed with the Mental Health Parity and Addiction Equity Act of 2008 as amended and extended by the Affordable Care Act of 2010 (Obamacare). It has been found that parity has not added significantly to health plan cost. The parity concept now applies to health plans and insurance contracts throughout the United States. This article examines that legislative development and the attending regulations and enforcement efforts. The Trump administration has vowed to repeal the Affordable Care Act, and it has already weakened it. If it succeeds, it will also weaken the Mental Health Parity and Addiction Equity Act and its parity requirements. That would be regrettable requirements.
传统上，在就业提供的健康计划和健康保险合同中，对精神健康和药物滥用失调的治疗不如医疗/手术福利慷慨。这种情况随着2008年的《精神健康平等和成瘾公平法案》而改变，该法案被2010年的《平价医疗法案》(奥巴马医改)修订和扩展。研究发现，平价并没有显著增加健康计划的成本。平价概念现在适用于整个美国的健康计划和保险合同。本文考察了这方面的立法发展以及相关的法规和执法努力。特朗普政府发誓要废除《平价医疗法案》(Affordable Care Act)，而且已经削弱了该法案。如果成功，它也将削弱《精神健康平等和成瘾平等法案》及其平等要求。这将是令人遗憾的要求。
{"title":"Mental Health and Substance Use Disorder Benefits Parity","authors":"J. Kilgour","doi":"10.1177/0886368719828215","DOIUrl":"https://doi.org/10.1177/0886368719828215","url":null,"abstract":"Traditionally mental health and substance abuse disorders have been treated less generously than medical/surgical benefits in employment-provided health plans and health insurance contracts. That changed with the Mental Health Parity and Addiction Equity Act of 2008 as amended and extended by the Affordable Care Act of 2010 (Obamacare). It has been found that parity has not added significantly to health plan cost. The parity concept now applies to health plans and insurance contracts throughout the United States. This article examines that legislative development and the attending regulations and enforcement efforts. The Trump administration has vowed to repeal the Affordable Care Act, and it has already weakened it. If it succeeds, it will also weaken the Mental Health Parity and Addiction Equity Act and its parity requirements. That would be regrettable requirements.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"70 1","pages":"106 - 95"},"PeriodicalIF":0.0,"publicationDate":"2018-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85567663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-01-01DOI: 10.1177/0886368718821006
Sanghee Park
Although researchers have long discussed the mixed results regarding the effectiveness of pay for performance (PFP), compensation research has not fully captured the complexity of the current PFP environments. Using individual data gathered from diverse organizations through an online survey, this study shows the current status of PFP environments that employees now face within an organization. The theoretical and practical implications for understanding the complex environments in current organizations regarding the effectiveness of PFP plans are discussed. Suggestions for future compensation research are also provided.
{"title":"Pay for Performance in Modern Compensation Practices","authors":"Sanghee Park","doi":"10.1177/0886368718821006","DOIUrl":"https://doi.org/10.1177/0886368718821006","url":null,"abstract":"Although researchers have long discussed the mixed results regarding the effectiveness of pay for performance (PFP), compensation research has not fully captured the complexity of the current PFP environments. Using individual data gathered from diverse organizations through an online survey, this study shows the current status of PFP environments that employees now face within an organization. The theoretical and practical implications for understanding the complex environments in current organizations regarding the effectiveness of PFP plans are discussed. Suggestions for future compensation research are also provided.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"194 1","pages":"21 - 35"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74007451","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-01-01DOI: 10.1177/0886368718811461
Emily D. Campion, M. C. Campion, M. Campion
While tipped labor is common in the United States, it presents potential issues for employers unable to demonstrate how tipped workers use their time, thus violating the Fair Labor Standards Act and attracting lawsuits. According to the Fair Labor Standards Act, if tipped employees spend more than 20% of their workweek completing non-tipped tasks (e.g., cleaning, stocking), then they are eligible for the Federal minimum wage ($7.25 in 2018) for the hours beyond 20%, rather than the minimum wage for tipped employees ($2.13 in 2018). Traditionally, employers have used self-report data or observers to determine time use, but these are problematic given self-report bias and the Hawthorne effect. In response, we conducted a study using security cameras to document employee time use in a sample of employees at a large chain restaurant. We found that the sample did not violate the 20% rule. Furthermore, we demonstrated an alternative method to study time use with technology most service-based companies already have.
{"title":"Compensating Tipped Work: Security Cameras as a Tool for Time Use Measurement","authors":"Emily D. Campion, M. C. Campion, M. Campion","doi":"10.1177/0886368718811461","DOIUrl":"https://doi.org/10.1177/0886368718811461","url":null,"abstract":"While tipped labor is common in the United States, it presents potential issues for employers unable to demonstrate how tipped workers use their time, thus violating the Fair Labor Standards Act and attracting lawsuits. According to the Fair Labor Standards Act, if tipped employees spend more than 20% of their workweek completing non-tipped tasks (e.g., cleaning, stocking), then they are eligible for the Federal minimum wage ($7.25 in 2018) for the hours beyond 20%, rather than the minimum wage for tipped employees ($2.13 in 2018). Traditionally, employers have used self-report data or observers to determine time use, but these are problematic given self-report bias and the Hawthorne effect. In response, we conducted a study using security cameras to document employee time use in a sample of employees at a large chain restaurant. We found that the sample did not violate the 20% rule. Furthermore, we demonstrated an alternative method to study time use with technology most service-based companies already have.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"29 1","pages":"36 - 54"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81362836","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-01-01DOI: 10.1177/0886368718824894
P. Bryant
{"title":"Legislative Compliance and Strategic Competitiveness in Compensation Practices is Becoming Increasingly Complex","authors":"P. Bryant","doi":"10.1177/0886368718824894","DOIUrl":"https://doi.org/10.1177/0886368718824894","url":null,"abstract":"","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"15 1","pages":"3 - 4"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85637679","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-01-01DOI: 10.1177/0886368718824205
T. Flannery
Physician compensation is going through a fundemental transition based on changing healthcare economics, employer desires to better control outcomes of cost and quality, and third parties (insurers and benefits administrators) as well as consumer expectations. The “outcome” focus is profound and shifts risk from employers and third paries to hospitals and physicians. Redesigning of physician compensation requires significant care to ensure the proper behaviors are rewarded and physicians aligned with the desired outcomes.
{"title":"From Volume to Value: Helping Physicians Understand New Compensation Strategies","authors":"T. Flannery","doi":"10.1177/0886368718824205","DOIUrl":"https://doi.org/10.1177/0886368718824205","url":null,"abstract":"Physician compensation is going through a fundemental transition based on changing healthcare economics, employer desires to better control outcomes of cost and quality, and third parties (insurers and benefits administrators) as well as consumer expectations. The “outcome” focus is profound and shifts risk from employers and third paries to hospitals and physicians. Redesigning of physician compensation requires significant care to ensure the proper behaviors are rewarded and physicians aligned with the desired outcomes.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"29 6","pages":"55 - 57"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0886368718824205","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72463581","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-01-01DOI: 10.1177/0886368718809774
D. Scott
A variety of tools are used to create perceptions of fairness including job evaluation, pay surveys and merit pay guide charts, but without effective pay communications the benefits of fair pay programs can be lost. Increased access to information about pay (e.g., salary.com, O’net and Monster.com), along with increased use of social media where personal information is routinely shared, has changed employee attitudes about pay transparency and information employers should communicate about pay. This study examines the relationships of pay communications, pay transparency and pay understanding with employee perceptions of pay fairness. Data collected from 300 full-time employees across as many organizations found that pay understanding mediated the relationship between pay communications and pay fairness, while controlling for gender, education level, age and income level of respondents. When pay communications was controlled for in mediation analysis, variance attributed to pay transparency disappeared.
{"title":"Pay Communications and Fairness: An Employee Perspective","authors":"D. Scott","doi":"10.1177/0886368718809774","DOIUrl":"https://doi.org/10.1177/0886368718809774","url":null,"abstract":"A variety of tools are used to create perceptions of fairness including job evaluation, pay surveys and merit pay guide charts, but without effective pay communications the benefits of fair pay programs can be lost. Increased access to information about pay (e.g., salary.com, O’net and Monster.com), along with increased use of social media where personal information is routinely shared, has changed employee attitudes about pay transparency and information employers should communicate about pay. This study examines the relationships of pay communications, pay transparency and pay understanding with employee perceptions of pay fairness. Data collected from 300 full-time employees across as many organizations found that pay understanding mediated the relationship between pay communications and pay fairness, while controlling for gender, education level, age and income level of respondents. When pay communications was controlled for in mediation analysis, variance attributed to pay transparency disappeared.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"434 1","pages":"20 - 5"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83604116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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